Agenda Document Pack - Economic Development and Infrastructure Services Committee - 16/06/2026
Moray Council · 16 June 2026
Back to Economic Development and Infrastructure Services Committee — 16 June 2026 and its agenda
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Economic Development and Infrastructure Services Committee Tuesday, 16 June 2026 NOTICE IS HEREBY GIVEN that a Meeting of the Economic Development and Infrastructure Services Committee is to be held at Council Chambers, Council Office, High Street, Elgin, IV30 1BX on Tuesday, 16 June 2026 at 09:30. BUSINESS 1. Sederunt 2. Declaration of Group Decisions and Members Interests * 3. Resolution Consider, and if so decide, adopt the following resolution: "That under Section 50A (4) and (5) of the Local Government (Scotland) Act 1973, as amended, the public and media representatives be excluded from the meeting for Item 13 of business on the grounds that it involves the likely disclosure of exempt information of the class described in the relevant Paragraphs of Part 1 of Schedule 7A of the Act.” 4. Minute of meeting dated 10 March 2026 7 - 14 5. Written Questions ** 6. New Fee within the Burial Service Report by Executive Director Economy, Enterprise and Operations 15 - 26 7. 2025-28 Growth, Planning and Climate and Operations and Environment Service Plans (Year 2 refresh) Report by Executive Director Economy, Enterprise and Operations 27 - 50 Page 1
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8. External Grant Funding Updates Report by Executive Director Economy, Enterprise and Operations 51 - 80 9. Tourism Strategy for Moray Report by Executive Director Economy, Enterprise and Operations 81 - 118 10. Operations and Environment and Growth, Planning and Climate Capital and Revenue Budget Monitoring to 31 March 2026 Report by Executive Director Economy, Enterprise and Operations 119 - 134 11. Performance Report (Growth, Planning and Climate) – Period to March 2026 Report by Executive Director Economy, Enterprise and Operations 135 - 144 12. Performance Report (Operations and Environment) – Period to March 2026 Report by Executive Director Economy, Enterprise and Operations 145 - 154 Item(s) which the Committee may wish to consider with the Press and Public excluded 13. Smarter Working Project Phase 3 – Project Closure [Para 1] • 1. Information relating to a particular employee, former employee or applicant to become an employee of, or a particular office- holder, former office-holder or applicant to become an office- holder under, the authority. Information Reports - Not for Discussion at this Meeting Any member wishing to call in a noting or information report from one meeting shall give notice to Committee Services by 12 noon 2 clear working days before the meeting for which the report is published. Please see Standing Order 38 for deadlines. The Notice shall be countersigned by one other elected member and shall explain the reason for call in including any action sought. Page 2
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Information Report - Goods Vehicle Operator’s Licence – Statutory Obligations and Proposed Policy Position Report by Executive Director Economy, Enterprise and Operations 155 - 168 Information Report - Climate Adaptation Benchmarking 2025 Report by Executive Director Economy, Enterprise and Operations 169 - 206 Information Report - List of Property Transactions Concluded Under Delegated Powers Report by Executive Director Economy, Enterprise and Operations 207 - 216 Summary of Economic Development and Infrastructure Services Committee functions: Roads Authority; Lighting Authority, Reservoirs Act 1975, Public Passenger Transport; Flood Prevention; Twinning; Piers and Harbours and Coast Protection; Industrial and Commercial Development; Environmental Protection; Burial Grounds; Assistance to Industry or Commerce; Public Conveniences; Council Transportation; Catering & Cleaning; Land Reform (Scotland) Act 2003; Countryside Amenities; Tourism, monitoring funding from European Programmes, youth training and employment creation scheme and provide Architectural, Quantity Surveying, Maintenance and Allied Property Services. Watching the Meeting You can watch the webcast live by going to: http://www.moray.gov.uk/moray_standard/page_43661.html Webcasts are available to view for 1 year following the meeting. You can also attend the meeting in person. If you wish to attend in person, please come to the High Street entrance door and a member of staff will let you into the Chamber. Page 3
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GUIDANCE NOTES * Declaration of Group Decisions and Members Interests - The Chair of the meeting shall seek declarations from any individual or political group at the beginning of a meeting whether any prior decision has been reached on how the individual or members of the group will vote on any item(s) of business on the Agenda, and if so on which item(s). A prior decision shall be one that the individual or the group deems to be mandatory on the individual or the group members such that the individual or the group members will be subject to sanctions should they not vote in accordance with the prior decision. Any such prior decisions will be recorded in the Minute of the meeting. ** Written Questions - Any Member can put one written question about any relevant and competent business within the specified remits not already on the agenda, to the Chair provided it is received by the Proper Officer or Committee Services by 5pm three working days prior to the day of the meeting, please see Standing Order 36 for deadlines. A copy of any written answer provided by the Chair will be published on the Council’s committee management system by 12pm the day before the meeting. The Member who has put the question may, after the answer has been published, may ask one supplementary question directly related to the subject matter at the meeting, but no discussion will be allowed. No supplementary question can be put or answered more than 10 minutes after the Council has started on the relevant item of business, except with the consent of the Chair. If a Member does not have the opportunity to put a supplementary question because no time remains, then he or she can submit it in writing to the Proper Officer who will arrange for a written answer to be provided within 7 working days. Page 4
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MORAY COUNCIL Economic Development and Infrastructure Services Committee SEDERUNT Councillor Marc Macrae (Chair) Councillor Amber Dunbar (Depute Chair) Councillor Peter Bloomfield (Member) Councillor Neil Cameron (Member) Councillor Tracy Colyer (Member) Councillor John Cowe (Member) Councillor John Divers (Member) Councillor Jérémie Fernandes (Member) Councillor David Gordon (Member) Councillor Juli Harris (Member) Councillor Sandy Keith (Member) Councillor Paul McBain (Member) Councillor Draeyk Van Der Horn (Member) Councillor Sonya Warren (Member) Clerk Name: Lissa Rowan Clerk Telephone: 07765 741754 Clerk Email: committee.services@moray.gov.uk Page 5
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MORAY COUNCIL Minute of Meeting of the Economic Development and Infrastructure Services Committee Tuesday, 10 March 2026 Council Chambers, Council Office, High Street, Elgin, IV30 1BX PRESENT Councillor Peter Bloomfield, Councillor Neil Cameron, Councillor Tracy Colyer, Councillor John Cowe, Councillor John Divers, Councillor Amber Dunbar, Councillor Jérémie Fernandes, Councillor David Gordon, Councillor Juli Harris, Councillor Sandy Keith, Councillor Marc Macrae, Councillor Draeyk van der Horn, Councillor Sonya Warren ALSO PRESENT Councillor Kathleen Robertson (agenda items 10-16) APOLOGIES Councillor Paul McBain IN ATTENDANCE Executive Director Economy, Enterprise and Operations; Head of Operations and Environment; Head of Growth, Planning and Climate (Chief Planning Officer); Head of Housing, Properties and Communities; Service Manager Roads and Fleet; Service Manager Transportation; Service Manager Environmental Services; Service Manager Design Consultancy; Service Manager Property, Estates and Assets; K McGowan, Senior Engineer (Structures); W Burnish, Senior Engineer (Flood Risk Management); J Burnett, Development Officer; L Ross, Development Project Officer; Service Manager Legal Services; and L Rowan, Committee Services Officer 1 Chair Councillor Marc Macrae chaired the meeting. 2 Declaration of Group Decisions and Members Interests In terms of Standing Orders 21 and 23 of the Councillors’ Code of Conduct, there were no declarations from Group Leaders or Spokespersons regarding any prior decisions taken on how Members will vote on any item on the agenda or any declarations of Member’s interests in respect of any item on the agenda. Item 4. Page 7
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3 Resolution The meeting resolved that under Section 50A (4) and (5) of the Local Government (Scotland) Act 1973, as amended, the public and media representatives be excluded from the meeting for the following item of business on the grounds that it involves the likely disclosure of exempt information of the class described in relevant Paragraphs of Part 1 of Schedule 7A of the Act. Paragraph Number of Minute Paragraph Number of Schedule 7a and Reason 18b Para 9 - Any terms proposed or to be proposed by or to the authority in the course of negotiations for a contract for the acquisition or disposal of property or the supply of goods or services. 4 Minute of meeting dated 11 November 2025 The Minute of the meeting of the Economic Development and Infrastructure Services Committee dated 11 November 2025 was submitted and approved. 5 Written Questions The Committee noted that no written questions had been submitted. 6 Roads Asset Management Planning Under reference to paragraph 12 of the Minute of the meeting of Moray Council dated 4 December 2024, the meeting had before it a report by the Executive Director Economy, Enterprise and Operations informing the Committee of the latest road condition and Roads Asset Management Planning information. Following consideration, the Committee unanimously agreed: (i) to note the latest Road Condition Indicator (RCI) results for Moray Council; (ii) that the RCI results continue to be monitored and reported back on an annual basis to this committee; and (iii) to note the clear commitment to the use of Road Asset Management Planning in Moray Council 7 Update on Burial and Cremation (Scotland) Act 2016 - Exclusive right of burial and headstone inspections Under reference to paragraph 12 of the Minute of the meeting of this Committee dated 29 April 2025, the meeting had before it a report by the Executive Director Page 8
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Economy, Enterprise and Operations updating the Committee of the statutory requirements on the Council, as a burial authority, in line with the Burial and Cremations (Scotland) Act 2016. Following consideration, the Committee unanimously agreed to note: (i) the regulatory changes effective from the 1 March 2026 regarding the exclusive right of burial as detailed in section 4.1 of the report; (ii) and approve the Headstone Inspection Policy as detailed in Appendix 1 to the report; recognising that a further update to the policy will be presented to committee for approval once the changes regarding headstone inspections have been embedded within the burial service; and (iii) that a headstone inspection team will be created to meet the Council’s statutory obligations with regards headstone inspections. 8 Non Network Bridge Prioritisation The meeting had before it a report by the Executive Director Economy, Enterprise and Operations seeking approval of the proposed Council Policy relating to prioritisation of non-network bridge maintenance works. Following consideration, the Committee unanimously agreed to endorse the proposed Council Policy as set out in paragraphs 4.1-4.7 of the report in relation to prioritisation of Non-Network Bridge maintenance works. 9 Roads Maintenance Revenue and Capital Budgets 2026-27 Under reference to paragraph 9 of the Minute of the meeting of Moray Council dated 22 October 2024, the meeting had before it a report by the Executive Director Economy, Enterprise and Operations seeking approval of plans for the expenditure of funds allocated from the 2026/27 Revenue and Capital Budgets for Roads Maintenance. Following consideration, the Committee unanimously agreed to: (i) approve the allocation of funds, from the Revenue and Capital Budget 2026/27, to Roads Maintenance activities, as outlined in Appendix A of this report; (ii) grant delegated authority to the Service Manager Roads and Fleet to proceed with necessary roads maintenance works whilst noting that the Service Manager will, as soon as possible, publish a list of schemes which can be funded from the budget provision recommended in this report; and (iii) note that the list of schemes will be drawn up in accordance with the principles and objectives detailed in this report, in the Roads Asset Management Plan and in the Capital Plan. Page 9
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10 Flood Risk Management and Bridges Capital and Revenue Budgets Under reference to paragraph 11 of the Minute of the meeting of this Committee dated 29 April 2025, the meeting had before it a report by the Executive Director Economy, Enterprise and Operations seeking approval of the proposed 2026/27 Capital and Revenue programme of work for Flood Risk Management and Bridge Maintenance. Following consideration, the Committee unanimously agreed: (i) the Flood Risk Management Schedule of Clearance and Repair for 2026/27; (ii) the programme of Bridge Maintenance works for 2026/27; and (iii) to delegate authority to the Head of Environmental and Commercial Services to bid for grant funding that is made available throughout the year. 11 Transportation Capital and Revenue Budgets Councillor Robertson joined the meeting at this juncture. The meeting had before it a report by the Executive Director Economy, Enterprise and Operations seeking approval of plans to deliver the capital and revenue programme in Transportation in 2026/27. During his introduction, the Service Manager Transportation advised of an error at paragraph 5.3 of the report which should read "Following changes to transport entitlement from 2 miles to 3 miles for secondary school pupils". This was noted. Following consideration, the Committee unanimously agreed to: (i) approve the plans to deliver the capital and revenue programme for 2026/27 as contained in this report; (ii) delegate authority to the Head of Environment and Operations to apply for grants for the funding areas set out at para 5.21 of the report; and (iii) note the revision at paragraph 5.3 to read "Following changes to transport entitlement from 2 miles to 3 miles for secondary school pupils". 12 Environmental Protection Capital and Revenue Budgets The meeting had before it a report by the Executive Director Economy, Enterprise and Operations seeking approval of the plans to deliver the capital and revenue programme in Environmental Protection in 2026/27. Following consideration, the Committee unanimously agreed to: Page 10
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(i) approve the plans to deliver the capital programme for 2026/27 as set out in the report; (ii) grant delegated authority to the Service Manager Environmental Services to proceed with necessary maintenance works and prioritise the works in accordance with any budgetary restrictions; (iii) delegate authority to the Head of Operations and Environment to apply for grants in support of the areas of work identified in section 5 of the report. 13 Operations and Environment and Growth, Planning and Climate Capital and Revenue Budget Monitoring to 31 December 2025 Under reference to paragraph 3 of the Minute of the meeting of Moray Council dated 26 February 2025, the meeting had before it a report by the Executive Director Economy, Enterprise and Operations asking the Committee to scrutinise and note the quarter three position of 2025/26 regarding Operations and Environment and Growth, Planning and Climate Revenue and Capital budgets. Following consideration, the Committee unanimously agreed to note the quarter three budget position for 2025/2026. 14 Routemap to Net Zero and Climate Change Update 2024-2025 Under reference to paragraph 12 of the Minute of the meeting of Moray Council dated 24 September 2025, the meeting had before it a report by the Executive Director Economy, Enterprise and Operations asking the Committee to consider and approve the 2024/25 Routemap to Net Zero and Climate Change Update which provided insight into current performance, identified key barriers to progress, and outlined next steps necessary to keep the Council on a viable pathway to net zero. Following consideration, the Committee welcomed the over 7% reduction in recorded emissions since 2023-24 and thereafter unanimously agreed to: (i) approve the annual Climate Change Plan and Routemap to Net Zero update, as set out in Appendix 1 and 2 of the report; and (ii) note that a final version of the Council’s Climate Change Strategy is planned to be presented to Council in May 2026, outlining a way forward with consideration to the issues raised in the report. 15 Local Heat and Energy Efficiency Strategy (LHEES) Update 2026 Under reference to paragraph 13 of the Minute of the meeting of Moray Council dated 14 August 2024, the meeting had before it a report by the Executive Director Economy, Enterprise and Operations asking the Committee to consider and approve the Local Heat and Energy Efficiency Strategy (LHEES) Update 2026 which provided insight into current performance, identified changes in the delivery plan, and outlined Page 11
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next steps necessary for decarbonising heat in buildings and improving energy efficiency across Moray within current budgets. The Committee joined the Chair in commending key stakeholders integral to progressing decarbonisation of heating and energy efficiency in Moray, namely the Strategic Planning and Development Service, Housing and Property Service, Elected Members, Business Gateway Moray, Moray Local Employability Partnership, Moray CAN, NHS Grampian, UHI Moray and SSEN and thereafter unanimously agreed to: (i) approve the LHEES Update 2026, as set out in Appendix 1, and the changes to the delivery plan as proposed in Appendix 2 of the report; and (ii) note that while work will progress on the LHEES, many aspects of the Delivery Plan cannot be met without external resources. 16 Tourism Strategy for Moray The meeting had before it a report by the Executive Director Economy, Enterprise and Operations which presented the draft “Moray Tourism 2036 – Our Ten-Year Strategy” and sought approval to undertake a 6-week public consultation, alongside partner feedback from the Moray Economic Partnership (MEP). Following consideration, the Committee unanimously agreed: (i) to note the draft Moray Tourism 2036 – Our Ten-Year Strategy; (ii) that the draft Strategy proceed to a 6-week public consultation via Moray Engage; (iii) to note that the draft Strategy will also be considered by the Moray Economic Partnership (MEP) both before the consultation period and in nearly final format subsequent to the consultation period; and (iv) that a final Strategy, reflecting all consultation and partner feedback, will be reported back to this Committee for approval in June. 17 Suspension of Standing Orders The Chair sought the agreement of the Committee to suspend Standing Order 75 to allow the meeting to continue beyond 12:45 pm. This was agreed. 18 Information Reports – if called in The Chair stated that two information reports had been called in. 18a) Information Report - Development of the Moray Film Liaison Service Councillor Keith left the meeting at this juncture. Page 12
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The meeting had before it an Information Report by the Executive Director Economy, Enterprise and Operations which informed the Committee of the ongoing development of the Moray Film Liaison Service and outlined potential opportunities for future service enhancement and income generation using Council-managed assets. The report had been called in by Councillor Cameron, seconded by Councillor Warren as the report raised several policy questions in relation to income generation, economic impact measurement, and the future structure of the service. Cllr Cameron welcomed the report but was of the view that further detail was required. He highlighted the need for a dedicated Moray Film Liaison service to support delivery of the Tourism Strategy which had been considered earlier in the meeting and moved that Officers bring a report to a future meeting of the committee outlining: • the economic impact of filming activity in Moray using the Screen Scotland methodology; • opportunities to promote Moray more proactively as a filming location, including its coastal towns, harbours, and rural landscapes; • potential income generation from the use of Council assets such as harbours, roads, open spaces, and land; and • whether a more structured film liaison service would support economic growth in Moray. Councillor Warren seconded this. The Service Manager Legal Services sought a brief adjournment to consider Councillor Cameron’s motion. This was agreed. On resumption of the meeting, the Service Manager Legal Services advised that the report did not contain enough information for Members to agree the terms of Councillor Cameron’s motion however reminded Members that the Executive Director Economy, Enterprise and Operations had advised that a detailed report on the Film Liaison Service was planned for a future meeting of the Committee for full consideration once the outcome of the consultation on the Tourism Strategy was known and that this report would be on the main agenda and cover the points raised by Councillor Cameron. After considering the advice from the Service Manager Legal Services, Councillor Cameron withdrew his motion. Thereafter, the Committee unanimously agreed to note: (i) the report; and (ii) that a more detailed report on the Film Liaison Service would be brought to a future meeting of the Committee for full consideration once the outcome of the consultation on the Tourism Strategy is known. Page 13
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18b Information Report - List of Property Transactions Concluded Under Delegated Powers [Para 9] Councillor Robertson left the meeting at this juncture. The meeting had before it an Information Report by the Executive Director Education, Housing and Communities informing the Committee of property transactions which have been dealt with under delegated powers. The report was called in by Councillor Cameron, seconded by Councillor Warren to seek clarification from officers on a number of points relating to the operation of delegated powers and the valuation approach used for property transactions. Following consideration, the Committee unanimously agreed to note the report. Page 14
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Report to: Economic Development and Infrastructure Services Committee Meeting Date: 16 June 2026 Report by: Executive Director Economy, Enterprise and Operations Author: Paul Wolverson Contact Email: paul.wolverson@moray.gov.uk Subject: New Fee within the Burial Service 1. PURPOSE ☒ For Decision ☐ For Information 1.1 The purpose of this report is to ask committee to homologate the decision made by the Chief Executive using their delegated powers to introduce a fee for a test dig within the burial service. 1.2 This report is submitted to Committee in terms of Section III (F) (14) of the Council’s Scheme of Administration relating to providing and maintaining all burial grounds and Section III (B) (1) and (30) of the Council's Scheme of Administration relating to financial policy and the setting of charges. 2. SUMMARY 2.1 The Council approved its burial services fees and charges for 2026/27 on 28 January 2026 (paragraph 8 of the Minute refers). The fees and charges did not include a cost for undertaking a test dig to establish remaining lair capacity. 2.2 A number of other Scottish Authorities already provide the cost of a test dig within their fees and charges. 2.3 Requests for a test dig have recently been received from lair owners. To expedite the introduction of a charge, the costs have been calculated and approved by the Chief Executive using their delegated powers in terms of Section 5 (7) of the Council’s Scheme of Delegation. 2.4 The purpose of this report is to seek homologation of the delegated decision made by the Chief Executive. Item 6. Page 15
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3. RECOMMENDATIONS 3.1 Committee is asked to homologate the decision made by the Chief Executive using their delegated powers to introduce a fee of £392 for a test dig within burial services. Paul Wolverson Service Manager Environmental Services 4. BACKGROUND AND CONTEXT 4.1 The Council approved its burial services fees and charges for 2026/27 on 28 January 2026 (para 8 of the minute refers). 4.2 Following the approval of the fees and charges, enquiries were received from lair owners to undertake a test dig on their lairs to establish the existing capacity within the lair. Establishing the remaining capacity can assist with the future planning of interments. The fees and charges approved on the 28 January 2026 did not include a cost for undertaking a test dig. Investigations have shown that a number of other Scottish Local Authorities provide a chargeable service for a test dig. 5. PROPOSALS 5.1 Following the enquiries, the costs for undertaking a test dig were calculated based on a cost recovery model. The costs were calculated to be £392. The costs include the time taken to undertake a test dig, as well as the administration costs for managing and processing the request. 5.2 To avoid delaying the offer of a test dig, the cost and introduction of a fee was approved by the Chief Executive using their delegated powers. The provision of a test dig is now included as part of the burials service fees and charges for 2026/27. Moving forwards the charge will be included within the annual fees and charges process. 5.3 This report seeks homologation of the decision made by the Chief Executive using their delegated powers. 5.4 The administration process for managing a test dig has been embedded in the burial service, this process includes that before any test dig is undertaken, those requesting it must demonstrate that they are the lair owner and have the exclusive right of burial for the lair. 6. SUMMARY OF IMPLICATIONS 6.1 The table below shows whether risks and implications apply if the recommendations are agreed: SUBJECT YES NO Corporate Plan and 10 Year Plan (Local Outcome Improvement Plan) X Policy and Legal X Financial X Page 16
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Risk X Staffing X Best Value and Transformation X Property X Information Communications Technology/Digital X Equalities. Social Inclusion and Economic Impact X Climate Change and Biodiversity Impact X 6.2 Corporate Plan and 10 Year Plan (Local Outcomes Improvement Plan (LOIP)) Improved Collaborative Leadership, as part of continuous improvement through Best Value, will better enable the Council to fulfil the ambitions set out in its strategic plans. a) Links to Council Corporate Plan – The proposals in this report support and contribute to improved outcomes for communities as outlined in the following Council Plan strategic priorities: ☐ Tackle Poverty and Inequality. ☐ Build Stronger Greener Vibrant Economy. ☐ Build Thriving, resilient, empowered Communities. b) Links to Local Outcomes Improvement Plan – The proposals in this report support and contribute to improved outcomes for communities as outlined in the following Local Outcomes Improvement Plan priorities: ☐ Developing a diverse, inclusive, and sustainable economy ☐ Building a better future for our children and young people in Moray. ☐ Empowering and connecting communities. ☐ Improving wellbeing of our population 6.3 Policy and Legal The cost has been based on a cost recovery model in line with the Councils current policy relating to burial services. There are no legal implications arising from this report. 6.4 Financial Income from additional charges will contribute to the Council’s financial sustainability. One off Costs: Service Area Budget Budget Years Proposed Spend this Year Virement From Other Comments Annually Recurring Costs: Service Area Budget With Effect From Annual Net Impact Virement From (if applicable) Other Comments Page 17
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6.5 Risk There are no risk implications arising directly from this report. 6.6 Staffing There are no staffing implications arising from this report. 6.7 Best Value and Transformation There are no best value and transformation implications arising from this report. 6.8 Property There are no property implications arising from this report. 6.9 Information Communications/Technology/Digital There are no implications arising from this report. 6.10 Equalities, Social Inclusion and Economic Impact There are no equalities implications or implications for the socio-economic duty arising from this report. 6.11 Climate Change and Biodiversity Impacts There are no implications for climate change or biodiversity arising from this report. 7. CONSULTATION 7.1 This report has been prepared in consultation with Executive Director Economy, Enterprise and Operations, Head of Operations and Environment, Chief Financial Officer, Service Manager Legal Services, Service Manager People Management, Open Spaces Manager, Equal Opportunities Officer, and L Rowan, Committee Services Officer and any comments made have been incorporated into the report. 8. BACKGROUND PAPERS 8.1 None. Page 18
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INTEGRATED IMPACT ASSESSMENT COVERING • EQUALITIES & SOCIO ECONOMIC DUTIES • HUMAN RIGHTS AND RIGHTS OF THE CHILD DATE UPDATES/EXECUTIVE SUMMARY VERSION DETAILS Insert Date (e.g. 03/10/2023) Add brief notes/highlight which section amended (e.g. first draft of IIA completed and submitted to SFC 25/10/2023 for consideration; noting that further work on Stage 2 will be required). Insert (ShP) Version Info (when details have been agreed) (e.g. 5.0 03/10/2023 11:21 AMcL) STAGE 1 - DO I NEED AN INTEGRATED IMPACT ASSESSMENT? Name of policy or proposal: Is this a Mark X below New activity, programme or policy? X Change to an existing activity, programme or policy? Budget proposal? Duties: tick the boxes you think apply No Maybe Yes Equalities: Will your proposal have an impact on groups with protected characteristics? Consider the impact of your proposal on people and how they access your services and information without barriers. X Socio-economic Not every person/family has access to regular income or savings. Will your proposal have an adverse impact on them X Does your proposal impact on the human rights of people? X Does your proposal impact on the rights of children and young people X Appendix 1 Page 19
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Reasoning Briefly describe your reasoning for the responses given above: If you have answered “maybe” or “yes” to any of the Stage 1 questions above then proceed to complete the Stage 2 Integrated Impact Assessment questions below. If you have answered “no” to the Stage 1 questions above then provide the details below and submit to [email] Lead Officer for developing the contract Paul Wolverson Other people involved in the screening (this may be council staff, partners or others i.e. contractor or community) Date 1 May 2026 Page 20
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STAGE 2: INTEGRATED IMPACT ASSESSMENT Brief description of the affected service 1. Describe what the service does: The charge relates to the undertaking of a test dig on a lair to establish the existing lair capacity. 2. Who are your main stakeholders? Lair holders Burial staff 3. What changes as a result of the proposals? Is the service reduced or removed? A new charge is introduced to allow lair holders to establish the remaining capacity within a lair 4. How will this affect your customers? This will allow lair holders to understand the remain capacity within a lair and allow them to make preparations with regards future interments. 5. Impact on staff providing the service No negative impact on staff providing the service 6. Please indicate if these apply to any of the protected characteristics Protected groups Potential impacts and considerations Race Disability Carers (for elderly, disabled or minors) Sex Pregnancy and maternity (including breastfeeding) Sexual orientation Age (include children, young people, midlife and older people) Religion, and or belief Gender reassignment Inequalities arising from socio- economic differences Introducing a new charge for a test dig may create financial burden on lair holders Human rights List of convention rights Describe, where applicable, if and how specific rights are engaged Article 5: Right to liberty and security Article 6: Right to a fair trial Page 21
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List of convention rights Describe, where applicable, if and how specific rights are engaged Article 8: Right to respect for private and family life, correspondence and the home Article 10: Freedom of expression Article 11: Freedom of assembly and association Article 12: Right to marry Article 14: Prohibition of discrimination (in relation to the convention rights) Article 1 of Protocol 1: Protection of property Article 2 of Protocol 1: Right to education Article 3 of Protocol 1: Right to free elections by secret ballot Children’s Rights and Wellbeing Relevant articles – UNCRC Article 2 – Non discrimination Article 12 – Respect of the views of the child Article 3.1 – Best interest of the child Article 6.2 – Right to survival and development 7. Evidence. What information have you used to make your assessment? Performance data Internal consultation Burial Team Chief Financial Officer Consultation with affected groups Funeral Directors have been informed of the new service Local statistics National statistics Other A number of other Scottish Local Authorities provide a chargeable service for a test dig. 8. Evidence gaps Do you need additional information in order to complete the information in the previous questions? No Page 22
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9. Mitigating action Can the impact of the proposed policy/activity be mitigated? Please explain The provision of a test dig is an optional service. 10. Justification If nothing can be done to reduce the negative impact(s) but the proposed policy/activity must go ahead, what justification is there to continue with the change? The provision of a test dig is optional. Lair capacity will otherwise become apparent at the time of an interment. Page 23
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SECTION 3 CONCLUDING THE IIA Concluding the IIA 1. No potential negative impacts on any of the protected groups were found. 2. Some potential negative impacts have been identified. The impacts relate to: Economic burden from a chargeable service X Reducing discrimination, harassment, victimisation or other conduct prohibited under the Equality Act 2010 Promoting equality of opportunity Fostering good relations 3. The proposals interfere with human rights and/or the rights of the child 4. Negative impacts can be mitigated the proposals as outlined in question 9. 5. The negative impacts cannot be fully mitigated but are justified as outlined in question 10. 6. Further consultation with affected groups is needed. 7. It is advised not to go ahead with the proposals. Decision Set out the rationale for deciding whether or not to proceed with the proposed actions: Date of Decision: Page 24
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Sign off and authorisation: Service Environmental Services Department Operations and Environment Policy/activity subject to IIA Introduction of a new service and charge in the burial service We have completed the integrated impact assessment for this policy/activity. Name: Paul Wolverson Position: Service Manager Environmental Services Date: 1 May 2026 Authorisation by head of service Name: Position: Date: Permission to publish on website - Please return this form to the Equal Opportunities Officer, Chief Executive’s Office. Page 25
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Report to: Economic Development and Infrastructure Services Committee Meeting Date: 16 June 2026 Report by: Executive Director, Economy, Enterprise and Operations Author: Rhona Gunn/Beverly Smith/Nicola Moss Contact Email: rhona.gunn@moray.gov.uk beverly.smith@moray.gov.uk nicola.moss@moray.gov.uk Subject: 2025-28 Growth, Planning and Climate and Operations and Environment Service Plans (Year 2 refresh) 1. PURPOSE ☒ For Decision ☐ For Information 1.1 To invite the Committee to consider the Economy, Enterprise & Operations Service Plans (Year 2 refresh) for Growth, Planning & Climate and Operations & Environment noting that the Service Plan for Governance was considered at Corporate Committee on 26 May 2026 and Growth, Planning & Climate Service Plan will also be considered at Planning and Regulatory Services Committee on 02 July 2026, each in terms of their respective remits. 1.2 This report is submitted to Committee in terms of Section III (A) (4) of the Council’s Scheme of Administration relating to monitoring performance of the services within the Committee’s remit in accordance with the Council’s Performance Management Framework. 2. SUMMARY 2.1 Service Plans (Year 2 refresh) have been prepared identifying the improvement targets for the remaining term of the plan. In preparing the plans, managers have taken account of risk, performance data, the LOIP, the Corporate Plan and other relevant factors such as audit and inspections outcomes. The Service Plans also identify the resources allocated to each service. 3. RECOMMENDATIONS 3.1 It is recommended that Committee: i) Consider and approve the Service Plan (Year 2 refresh) for Growth, Planning & Climate in Appendix 1; Item 7. Page 27
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ii) Consider and approve the Service Plan (Year 2 refresh) for Operations & Environment in Appendix 2. Rhona Gunn Executive Director, Economy, Enterprise and Operations 4. BACKGROUND AND CONTEXT 4.1 Service planning is a key aspect of the Council’s Performance Management Framework that sets out the strategic direction for services. 4.2 It should be noted that actions from the refreshed Best Value Action Plan, approved by the Corporate Committee on 26 August 2025 (para 8 of the minute refers) will be monitored and reported out with the Service Plan process. 4.3 The service planning process focuses on forward planning for medium-term activities supporting delivery of the Local Outcomes Improvement Plan (LOIP) and Corporate Plan. The Council’s planning process also includes team plans that focus on short term tactical and operational activities supporting delivery of the Service Plan and strategies and Employee Review and Development Plans (ERDP) and Professional Review and Development (PRD) plans provide individual planning for employees’ activities and development. 4.4 As well as identifying service developments and improvements, the Service Plan Framework requires an assessment of the output and outcome requirements for services based on the Council’s priorities, statutory and regulatory requirements and other relevant local and national direction and makes use of improvement tools for planning and continuous improvement. Services support their improvement work with the Public Sector Improvement Framework (PSIF) or by using another recognised self- evaluation tool. Across services, priority outcomes are those included in the Council’s Corporate Plan 2024-29 that directly relate to the service or are influenced by the service and should be clearly identified. 4.5 Setting clear measurable outcomes and defining key indicators by which progress will be assessed continues to be an area for development within the Council. However, it is recognised that for some actions it can be difficult to identify a measurable outcome (e.g. a change in legislation that must be implemented or updating a policy framework). Therefore, as far as possible efforts have been made to set measurable outcomes for service plan actions but in some cases outputs and key progress milestones have been used so that it is still possible to measure whether the action has been progressed as intended. 4.6 A summary of progress is given below for each of the services based on the performance monitoring carried out throughout the year and reported to committee as part of performance reporting. Further information on performance at the end of Quarter 4 is included in the service Performance Reports that are also on the agenda of this Committee. The Performance reports note where there is a carry forward of actions from the previous Service Plans. Page 28
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4.7 It should be noted that while there has been some re-organisation of teams and alignment of services following the management restructure, service plans have been prepared taking account of Council priorities, national priorities and ongoing and emerging service priorities. Therefore, it remains appropriate to seek approval for the year 2 refresh of Service Plans to ensure that they continue to reflect the next iteration of priorities and direction from committee and that services are appropriately directed and tasked. 5. PROPOSALS 5.1 As the services have set high level priorities for a three-year period 2025-28, performance is reported against that period with actions and indicators being reviewed annually. Planned focus in new plans for Economy, Enterprise & Operations 5.2 The revised Council structure has given the opportunity to consider how best to integrate services corporately and connect service plan activity to gain greater impact from co-ordinated, cross service effort directed towards the delivery of the Council’s corporate plan priorities. As a result, the corporate priority of tackling poverty and inequality has been identified to provide a common focus across several service plans. More specifically, to advance this, services plan will: use whole systems approaches to ensure there is joined up activity across services and partners; consider how data can be used to give greater insight to enable targeting and early intervention; and take forward the use of locality and placed based approaches to drive improved results. 5.3 Relevant activities include progress with the Community Wealth Building Delivery Plan, development of the Socio-Economic Plan, employability initiatives through the Local Employability Partnership and various Moray Growth Deal projects such as Early Years STEM intended to grow interest in higher paid STEM roles, and development of MConnect to support affordable rural connectivity, access to employment and access to childcare to enable employment. Growth, Planning and Climate 5.4 Progress on planned work (success) • Moray Growth Deal interim milestone of 7 out of 8 projects in delivery by March 2026 achieved. • Neighbourhood Board 10-year Vision and Regeneration Plan submitted to the UK Government. • Climate Change work progressed with the routemap to Net Zero updated, a draft Biodiversity Strategy created and consulted, and a Just Transition strategy drafted with a shortlist of bids approved for further development. 5.5 Progress on planned work (areas for development / not delivered) • Delivery of the Community Wealth Building Strategy and Action Plan has progressed with the launch of the Benefits Portal however the draft Socio-Economic Plan is now expected by 2027. • Timelines for delivery of the Forres Conservation & Heritage Scheme and the Visitor Levy have been revised, with the latter being submitted to Full Council in June. Page 29
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• Production of guidance documentation, to ensure compliance with Policy 11c) in NPF4, has progressed however some elements require consultancy and legal support, with plans also now to link with the Socio-Economic Plan through a more extensive consultation. 5.6 Planned focus in new plan (reflecting above and challenges to come) • Continued delivery of Moray Growth Deal projects. • Review Community Wealth Building through the planning system and updated action plan. • Minimise barriers to work and improve access to employment and training. • Delivery of Levelling Up Fund elements of the Elgin City Masterplan and the Town Centre Improvement Plan. • Economic Growth and Regeneration through the Conservation & Heritage Scheme and sustainable museum service in Forres and development of a Moray wide Visitor Levy proposal. • Legislative and Regulatory actions around preparation of the Moray Local Development Plan, the Planning Improvement Framework and a team plan for Environmental Health. • Achievement of targets and outcomes identified in the Climate Change Action Plan. 5.7 The service plan for Growth, Planning and Climate is attached as Appendix 1. Operations and Environment 5.8 Progress on planned work (success) • All proposed milestones for Phase 2 of Bus Revolution (m.connect) project achieved as planned. • Asset Management has improved with a prioritisation methodology agreed for maintenance of non-network bridges and a visual inspection of all retaining walls complete. • The Winter Maintenance Service was reviewed and Operational Plan updated. • The Buckie Harbour Masterplan is now published with work moving to feasibility studies and next stages. • To comply with the Burials and Cremation (Scotland) Act, the burial administration service has been revised with implementation of a digitised system ongoing. 5.9 Progress on planned work (areas for development / not delivered) • Work to upgrade the Tranman Stores system to include scanning remains ongoing with next stages dependent on ICT availability. • Competing priorities continued to affect progress of the development of a Tree Strategy although assessments and proactive work have taken place in several parks across Moray. • Progress has been slower than expected with improvements to the Pool Car scheme due to the ongoing vacancy within the team. 5.10 Planned focus in new plan (reflecting above and challenges to come) • Refine the m.connect service through travel pattern data and engagement with the business community and work towards the launch of Phase 3 of the project. Page 30
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• Finalise a Tree Strategy to manage living assets in Parks and Open spaces and commence risk-based tree condition surveys in prioritised areas. • Progress the Tranman stores system upgrade. • Deliver climate change related improvements by facilitating a transition to low carbon materials for roads, Active Travel strategy actions and developing draft Surface Water Management Plans for Forres and Findhorn. • Continue to maximise opportunities and growth by developing a business case for Buckie Harbour expansion and leading on the transport element of the Town Centre Improvement Plan and the infrastructure elements of the Levelling Up Fund. 5.11 The service plan for Operations and Environment is attached as Appendix 2. 6. SUMMARY OF IMPLICATIONS 6.1 The table below shows whether risks and implications apply if the recommendations are agreed: SUBJECT YES NO Corporate Plan and 10 Year Plan (Local Outcome Improvement Plan) ✓ Policy and Legal ✓ Financial ✓ Risk ✓ Staffing ✓ Best Value and Transformation ✓ Property ✓ Information Communications Technology/Digital V ✓ Equalities. Social Inclusion and Economic Impact ✓ Climate Change and Biodiversity Impact ✓ 6.2 Corporate Plan and 10 Year Plan (Local Outcomes Improvement Plan (LOIP)) Improved Collaborative Leadership, as part of continuous improvement through Best Value, will better enable the Council to fulfil the ambitions set out in its strategic plans. a) Links to Council Corporate Plan – The proposals in this report support and contribute to improved outcomes for communities as outlined in the following Council Plan strategic priorities: ☐ Tackle Poverty and Inequality. ☒ Build Stronger Greener Vibrant Economy. ☐ Build Thriving, resilient, empowered Communities. b) Links to Local Outcomes Improvement Plan – The proposals in this report support and contribute to improved outcomes for communities as outlined in the following Local Outcomes Improvement Plan priorities: ☒ Developing a diverse, inclusive, and sustainable economy ☐ Building a better future for our children and young people in Moray. ☒ Empowering and connecting communities. ☐ Improving wellbeing of our population Page 31
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6.3 Policy and Legal None arising from this report. 6.4 Financial None arising from this report. 6.5 Risk There are potential risks around progress in all priority areas due to staffing pressures and which often has an impact on officers. 6.6 Staffing There are no staffing issues. The service plan actions will be accommodated within existing resources. The services have undertaken workforce planning to consider how best to prepare and manage the workforce for the services to be able to respond to the agreed Council priorities in the Corporate Plan and the service work that is required to support and achieve those objectives. Consideration has also been given to the Council Workforce Strategy and Plan priorities in a service context. The main themes arising from these include: • Building capacity and resilience • Change management and a workforce culture to support and enable change • Health and Well-being management (including absence management) • Recruitment and retention 6.7 Best Value and Transformation The service plans support the council to continue its Best Value journey. 6.8 Property None arising directly from this report. 6.9 Information Communications/Technology/Digital None arising from this report. However, where relevant work is set out within the workforce plans to ensure that the workforce is ready and enabled for change, including digital skills. 6.10 Equalities, Social Inclusion and Economic Impact None arising from this report. 6.11 Climate Change and Biodiversity Impacts None arising directly from this report. Service contributions to the delivery of the Climate Change Strategy, Biodiversity Strategy, Net Zero Fleet Strategy, Travel Strategy etc. are captured in the respective annual reports. The Corporate Plan recognises that sustainability, environmental, climate change and biodiversity considerations are incorporated within existing projects and are specifically considered as part of committee reporting processes. In a service context, consideration is also given to Climate Change and Biodiversity under the following main themes with Page 32
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activities and good practice gathered half yearly within routine performance reporting processes - • Contributing to the reduction of greenhouse gas emissions through reducing energy use, recycling, planning in a way to allow use of public transport, local procurement etc. • Adapting to the effects of a changing climate by integrating changing climate into future plans and existing projects, tracking weather impacts on services, supporting partners, customers, and the public to adapt through promoting resilience • Acting in a sustainable manner by enhancing owned greenspaces, planning in a way that also benefits nature, ensuring staff have the skills and knowledge to protect and restore biodiversity, help communities and clients connect with nature 7. CONSULTATION 7.1 This report has been prepared in consultation with service managers in Growth, Planning & Climate and Operations & Environment and any comments made have been incorporated into the report. 8. BACKGROUND PAPERS 8.1 Nil. Page 33
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APPENDIX 1 GROWTH, PLANNING & CLIMATE - SERVICE PLAN 2025-28 (Year 2 refresh) SPMAN-1024035114-1057 1. Service Definition: Growth, Planning & Climate delivers key regulatory services associated with five services. Planning & Building Standards - responsible for planning management & enforcement, planning advice, permissions & consents and building standards. Strategic Planning & Development - leads on economic strategy development, inward investment, local development plan, regional spatial strategy, town & city centre improvement, local place planning and climate & sustainability. Community Protection - delivers regulatory services for trading standards and environmental health, pest control and animal health, public health, community safety & ASB and environmental protection. Economy & Enterprise - covers local business support, capital bids & external funding, tourism & regeneration, skills & employability and community wealth building. Moray Growth Deal - works to progress programme management, liaison with funders & stakeholders and procurement and contract management. 2. Service Resources: Annual Budget 2026/27: £3,628,893 127.91FTE 3. What have we identified for improvement in 2026-28? What evidence did we use to identify this improvement? Please add benchmark information wherever available and relevant to the improvement. Develop proposals for future Just Transition Bid in Financial Year 2026/27 and future years Climate Change Strategy 2020-30, Corporate Plan priorities Produce one overarching Environmental Health Team Plan Food Safety, Animal Health and Health & Safety Framework Prepare Regional Socio-Economic Benefit plan to m maximise socio-economic benefit associated with energy developments and address community wealth building. National Planning Framework 4, Community Wealth Building Strategy 2025, Highlands and Islands Regional Economic Partnership (Regional Economic Strategy 2024) Improve communications for members of the public in relation to the Moray Growth Deal and other regeneration projects in Elgin to ensure wider appreciation of funding outcomes Internal Audit Recommendation Delivery of a joined-up skills approach for Moray Corporate Plan, Moray Pathways Workforce North Group reporting to Moray Economic Partnership, link to Moray Growth Deal To support the Elgin Neighbourhood Board to raise awareness of the work of the Board and the projects within the regeneration plan Pride in Place Programme: governance and boundary guidance, March 2026 Undertake a review of Business Gateway Moray Economic Strategy Progress Area Wide Climate Change Strategy with Moray CAN Corporate Plan, Climate Change Strategy 2020/2030, Sustainable Development Statement, Best Value Action Plan Note: Progress against any BV Actions will be monitored and reported out with Service Plan process Page 34
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APPENDIX 1 GROWTH, PLANNING & CLIMATE - SERVICE PLAN 2025-28 (Year 2 refresh) SPMAN-1024035114-1057 4. Local Outcomes Improvement Plan (LOIP) / Corporate Plan (CP) Outcome or Priority Action Planned Outcome Outcome measures Completion target Lead Priority Rating (1 high, 3 low) (L) Developing a diverse, inclusive & sustainable economy. (CP) Building Stronger Greener Vibrant Economy Progress Moray Growth Deal (MGD) and bring remaining Moray Growth Deal projects into delivery. Retain and attract young people / families (16-29 years) to live and work in the area By the end of the Deal (2031): MGD outcomes relating to GVA uplift, tourism numbers, affordable homes built, job creation and skills uplift to be achieved. Milestone(s): 1 project to have completed (Digital Health), with the remaining 7 in delivery. Eighth MGD project (skills and innovation) to have entered delivery. Business Enterprise Hub facility to open (subject to the project entering delivery by Q1 25/26). 1 project to have been completed with the remaining 7 in delivery. Elgin Town Hall to reopen. Bus revolution phase 3 to commence. Work on MCIM phase 2 to have commenced (business grow on space). March 2027 March 2028 Service Manager - Moray Growth Deal 1 (L) Developing a diverse, inclusive & sustainable economy. (CP) Building Stronger Greener Vibrant Economy Review delivery of the Community Wealth Building Strategy through the planning system Updated Community Wealth Building Action Plan Increase the number of people in Moray benefitting from Fair Work practices Ensure wealth stays within the hands of our local communities Milestone(s): Update the Action Plan Produce planning guidance on delivery of community wealth building PI(s): - (SLAED) Average gross weekly earnings (full-time employees) - (SLAED) Proportion of people earning less than the living wage June 2026 March 2027 Service Manager – Strategic Planning & Development 1 Page 35
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APPENDIX 1 GROWTH, PLANNING & CLIMATE - SERVICE PLAN 2025-28 (Year 2 refresh) SPMAN-1024035114-1057 (L) Developing a diverse, inclusive & sustainable economy. (CP) Building Stronger Greener Vibrant Economy Improve access to fair work, employment and training opportunities by delivering a joined-up Skills Planning approach Minimise barriers to people working, such as childcare Refine our Skills Planning approach to improve the response of education and training services to meet the needs of local businesses Moray Pathways Employer Engagement project commencing 2026-2027. Milestone: Produce Moray Pathways Workforce North Roadmap created PI(s): - 5% Increase in number of females participating in (all age) apprenticeships at all levels (Funding dependent – current waiting list) - 5% Increase in the number of young females participating, progressing and sustaining learning, training and employment opportunities across the Moray Pathways Local Employability Partnership - 5% Increase the number of young females entering the workforce via our Sector Based Work Academy Programme and MERI scheme (paid job placements) - Number of MA and Graduate Apprenticeships in Moray to increase by 50 (20 via upskilling from existing employees and 30 via newly created apprenticeships). - Increase the number of businesses engaging with Moray Pathways Training and FE/HE provision by 10%. - Increase the proportion of 16–29- year-olds within Moray by 2% each year (against NRS Mid-Year2023 data) - Mapping of current provision and gaps December 2026 Employability Team Manager/ Moray Pathways LEP Lead/Workforce North 1 Page 36
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APPENDIX 1 GROWTH, PLANNING & CLIMATE - SERVICE PLAN 2025-28 (Year 2 refresh) SPMAN-1024035114-1057 (L) Developing a diverse, inclusive & sustainable economy. (CP) Building Stronger Greener Vibrant Economy Enable more parents to work by increasing availability of affordable School Aged childcare provision Minimise barriers to people working such as school aged childcare provision Milestones: Produce policy guidance on school aged childcare provision Two pilot projects within schools into delivery PI(s): - (NOMIS) Gender Pay Gap - (LGBF) % unemployed people assisted into work from Council operated/funded employability programmes - Increase the number of Parents assisted through Employability partnership - Increase the number of School Aged Childcare places available December 2026 December 2026 March 2027 Employability Team Manager/ Moray Pathways LEP Lead 1 (L) Developing a diverse, inclusive & sustainable economy. (CP) Building Stronger Greener Vibrant Economy Delivery of the Levelling up Fund elements of the Elgin City Masterplan More of the activities, services and plans are influenced by the communities they serve Elgin City Centre is a prosperous, attractive and healthy place Milestone(s): Evaluation by March 2028 PI(s): - (SLAED) Town Vacancy Rates - No of empty properties and vacant/derelict sites in the city centre - No of additional residential properties in the Elgin city centre March 2028 Service Manager - Strategic Planning and Development 1 Page 37
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APPENDIX 1 GROWTH, PLANNING & CLIMATE - SERVICE PLAN 2025-28 (Year 2 refresh) SPMAN-1024035114-1057 (L) Developing a diverse, inclusive & sustainable economy. (CP) Building Stronger Greener Vibrant Economy Progress an Area Wide Climate Change Strategy with Moray CAN The Council adapts to the changing climate and acts sustainably The strategy will guide climate action and nature recovery in the region ensuring the plan reflects the real needs and ambitions of Moray’s communities Milestone (s): Engagement on proposals Committee report/Community Planning Board October 2026 December 2026 Service Manager - Strategic Planning and Development 2 (L) Developing a diverse, inclusive & sustainable economy. (CP) Building Stronger Greener Vibrant Economy Delivery of Town Centre Improvement Plan & Annual Report Developing a diverse, inclusive and sustainable economy: By the year 2030 Moray will have a sustainable and inclusive economy which generates improved opportunities for everyone, including more skilled and higher paid jobs PI(s): - (SLAED) Town Vacancy Rates Ten-year programme to 2035 Service Manager - Strategic Planning and Development 1 5. Service Level Outcomes or Priorities Action Planned Outcome Outcome Measures Completion Target Lead Priority rating (1 high 3 low) Economic Growth & Regeneration Delivery of the 5-year Forres Conservation & Heritage Scheme Forres Town Centre is revitalised Milestones(s): Vacant Property study complete Public realm improvements complete Interpretation complete 2 Priority Projects complete Building Health Check complete June 2026 Sep 2027 Sept 2027 Dec 2027 Dec 2028 Service Manager – Economy & Enterprise 1 Page 38
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APPENDIX 1
GROWTH, PLANNING & CLIMATE - SERVICE PLAN 2025-28 (Year 2 refresh)
SPMAN-1024035114-1057
Economic Growth &
Regeneration
Stage 1 & 2 Development
of Moray Visitor Levy
If approved, develop
the Moray economy,
encourage sustainable
tourism, support
related infrastructure
investment and
enhance the visitor
experience
{NOTE: Timeline subject to review and
confirmation at Full Council 30.6.26
with two options available}
Milestones Option 1:
Paper to Committee – April 2027
Stage 1 to develop outline proposal
by March 2027
Stage 2 to consult for a period of 12
weeks
Milestones Option 2:
Paper to Committee – Aug 2027
Stage 1 to develop outline proposal
by June 2027
Stage 2 to consult for a period of 12
weeks
March 2027
June/July 2027
June 2027
Nov 2027
Service Manager
– Economy &
Enterprise
1
Economic Growth &
Regeneration
New operating model for
Forres Museum
Development of a
community managed
sustainable museum
service in Forres
Milestones(s)
Governance arrangements in place
20 Museum open days 2026
Business Plan prepared
Fundraising activity successful
April 2026
Jul/Aug 2026
Feb 2027
March 2027
Service Manager
– Economy &
Enterprise
1
Legislative/
Regulatory
Preparation of Moray
Local Development Plan
(LDP)
Proposed LDP to deliver
homes, employment,
prosperity, town centre
regeneration, active
travel, healthy living,
infrastructure, carbon
reduction, climate
adaptation and
biodiversity
enhancement
Milestone(s):
In accordance with updated
Development Plan Scheme
Report Proposed Plan to Council
{NOTE: Revised Delivery Scheme and
timeline to be considered by PRS in
September}
November 2026
Service Manager
- Strategic
Planning &
Development
1
Legislative/
Regulatory
Deliver improvement plan
and outcomes following
the peer review process
for the Planning
Improvement Framework
Improvement plan for
the planning service
Improved planning processes and
service delivery
April 2027 Service Manager
– Planning &
Building
Standards
2
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APPENDIX 1 GROWTH, PLANNING & CLIMATE - SERVICE PLAN 2025-28 (Year 2 refresh) SPMAN-1024035114-1057 Legislative/ Regulatory Produce one overarching Environmental Health team plan Having an efficient and focused service delivering on key statutory requirements PI(s): Improved response times for EH Performance Indicators Two indicators: % of New Food Businesses Registration and requests for advice are given support within 120 days of contact A review of our processes for registered food businesses which are identified as 'Awaiting Inspection' in terms of the Food Hygiene Information to ensure accurate data recording August 2026 Service Manager – Community Protection 1 Climate Change and Biodiversity Routemap to Net Zero Update Climate Change Strategy including carbon, adaptation and biodiversity aspects Progress a series of engagement activities on climate and environmental issues with officers including event days. Achievement of targets, indicators and outcomes identified in Climate Change Action Plan to achieve carbon neutrality Milestone(s): Approve final Climate Change Strategy Approved final Biodiversity Strategy Updated Routemap Two engagement events each quarter. June 2026 May 2026 March 2027 June 2026 and each quarter 26/27 Service Manager - Strategic Planning & Development 1 Workforce Planning Prepare succession plan for the service The service is resilient and able to maintain delivery A plan is in place to ensure service resilience and continuity December 2026 H/GPC 1 Page 40
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APPENDIX 1 GROWTH, PLANNING & CLIMATE - SERVICE PLAN 2025-28 (Year 2 refresh) SPMAN-1024035114-1057 Health and Wellbeing (Staff) Ensure the Health and Work Policy and Procedures, providing a supportive and comprehensive framework to manage health and wellbeing and any absence that occurs, are applied by managers. Improve attendance at work and manage sickness absence through additional targeted support to assist in maximising attendance thus reducing costs and improve practice and adherence to policy. PIs • Sickness absence days lost (Service) (Non-Teacher) • % of Sickness (Service) (Non- Teacher) March 2027 (Ongoing Annually) Service Managers / H/GPC 2 ADD ANY NEW SERVICE LEVEL ACTIONS BELOW Action Planned Outcome Outcome Measures Completion Target Lead Priority rating (1 high 3 low) Climate Change and Biodiversity Routemap to Net Zero Develop proposals for future Just Transition Bid in Financial Year 2026/27 and future years Prepare and submit Just Transition Bid with phasing plan for 2026 and future years Supports SME-led net zero innovation, demonstrates replicable rural decarbonisation models, embeds community co-design, and strengthens employment, youth retention and skills pathway. Milestone(s): Prepare and submit Just Transition Bid with phasing plan 2026/27 Prepare and submit Just Transition Bid for future years May 2026 May 2027/2028 Service Manager – Strategic Planning & Development 1 Economic Growth & Regeneration Delivery of the Pride in Place Programme To raise awareness of the Regeneration Plan Develop options for transition to a community led model Milestone (s): Report to council in September 2026 September 2026 March 2027 Service Manager – Strategic Planning & Development 1 Economic Growth & Regeneration Review the delivery of Business Gateway Strengthening the connections between organisations and the business community Milestones: Prepare a Business Gateway Action plan with key recommendations to identify new opportunities for supporting the business community December 2026 Service Manager – Economy & Enterprise 2 Page 41
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APPENDIX 1 GROWTH, PLANNING & CLIMATE - SERVICE PLAN 2025-28 (Year 2 refresh) SPMAN-1024035114-1057 Legislative/Regulatory Review dangerous Building Call out process inc delivery out of hours Having a sufficient and appropriately reactive service to keep our communities safe Milestone (s): Final review and updated process December 2026 Service Manager – Planning & Building Standards 1 Legislative/Regulatory Preparation of Regional Plan to maximise socio-economic benefit associated with energy developments Production of Regional Plan to maximise economic impact and address community wealth building Milestone(s): Regional Plan draft to be reported to Council December 2026 Service Manager - Strategic Planning & Development 1 Workforce Planning Implement agreed areas for improvement following the PSIF review To ensure the service has an inclusive workforce and delivers service improvements Milestone (s): Implement agreed recommendations in action plan December 2026 H/GPC 1 Page 42
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APPENDIX 2 OPERATIONS & ENVIRONMENT - SERVICE PLAN 2025-28 (Year 2 refresh) SPMAN-1024035114-1067 1. Service Definition: Operations & Environment is a diverse section delivered by five services. Roads & Fleet - management and maintenance of public roads, winter maintenance programme, street lighting, fleet services and stores. Environmental Services - responsible for refuse collections and recycling, street cleaning, maintaining green spaces, play areas and cemeteries and all facilities, catering, cleaning and janitorial services. Transportation - manages the transportation strategy to deliver sustainable travel, school and public transport, traffic management and road safety. Consultancy - provides all design consultancy services, architectural services, civil contingencies and emergency planning. Harbours - management and development of harbours including commercialisation, ensures marine safety and maintenance and compliance. 2. Service Resources: Annual Budget 2026/27 Capital £15,445,000 Revenue £31,184,547 Total 699.44 FTE 3. What have we identified for improvement in 2025-28? What evidence did we use to identify this improvement? Please add benchmark information wherever available and relevant to the improvement. Promote and develop our approach to decarbonising Moray’s roads Climate Change Strategy 2020-2030 Deliver improved compliance and efficiencies within Fleet services Flood Risk Management Statutory requirements on Surface Water Management Plans and Coastal Adaptation Further promote and develop sustainable travel Active Travel Strategy 2022-2027, Climate Change Strategy 2020-2030, National Transport Strategy 2 Promote Buckie Harbour for further growth and development Just Transition programme, Buckie Harbour Masterplan Note: Progress against any BV Actions will be monitored and reported out with Service Plan process Page 43
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APPENDIX 2 OPERATIONS & ENVIRONMENT - SERVICE PLAN 2025-28 (Year 2 refresh) SPMAN-1024035114-1067 4. Local Outcomes Improvement Plan (LOIP) / Corporate Plan (CP) Outcome or Priority Action Planned Outcome Outcome measures Completion target Lead Priority Rating (1 high, 3 low) (L) Developing a diverse, inclusive & sustainable economy. (CP) Building Stronger Greener Vibrant Economy Progress the Bus Revolution m.connect project as part of delivering the Moray Growth Deal. Retain and attract young people, minimise barriers to working, adapt to changing climate and acts sustainably Increase passenger journeys on m.connect by 4,286p.a. To reduce the environmental impact of transport in the area by 4.3t CO2e p.a. Milestones: Workforce Mobility – Refining our service offer through better data on travel patterns and engagement with business on commuting needs. Phase 3 Launch 314 Service Launch Annual Annual October 2026 April 2027 November 2027 H of Operations & Environment/Service Manager - Transportation 1 Page 44
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APPENDIX 2 OPERATIONS & ENVIRONMENT - SERVICE PLAN 2025-28 (Year 2 refresh) SPMAN-1024035114-1067 5. Service Level Outcomes or Priorities Action Planned Outcome Outcome Measures Completion Target Lead Priority rating (1 high, 3 low) Asset Management Identify resources in the management of retaining walls A fully resourced plan to manage and fulfil inspection recommendations relating to retaining walls. Asset Management Plan for Moray Council’s retaining walls April 2027 Service Manager – Design Consultancy 2 Asset Management Improve the rate of Principal Inspections undertaken on the Council's network bridges by reassigning this work as a top priority. Principal Inspections rate complies with legislation (each network bridge to be inspected every six years) and Moray improves the inspection rate to a similar standard to other Local Authorities 64 Principal Inspections will be undertaken each year with benchmarked improvement in bridge condition (data currently reported to Society of Chief Officers of Transportation Scotland (SCOTS) - will be added to performance reports when available) March 2027 with progress to be measured annually Service Manager – Design Consultancy 2 Asset Management Develop a Tree Strategy which will direct how the Council manages its living assets in Parks and Open Spaces. Commence risk-based tree condition surveys at prioritised locations Improved tree management. Improved health and safety on Council owned Parks and Open Spaces. Costed process for undertaking tree/surveys works which then require budget approval At least two Parks and Open Spaces assessed per year following budget approval. March 2027 Service Manager - Environmental Services 2 Page 45
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APPENDIX 2 OPERATIONS & ENVIRONMENT - SERVICE PLAN 2025-28 (Year 2 refresh) SPMAN-1024035114-1067 Climate Change Develop a strategy facilitating transition to the use of low carbon materials on our road network. Identify & trial low carbon materials that can be used to repair our road network. Milestones: Evaluate supply chain costs v carbon savings v operational performance Develop a strategy to decarbonise our road network (outlining opportunities and barriers) and aim to achieve 5% of planned pothole repairs utilising low carbon materials March 2027 March 2027 Service Manager - Roads & Fleet 2 Climate Change Implement strategy for public use of On and Off Street (car parks) charging infrastructure via Pathfinder Project Continue Pathfinder Project with A/Shire, Aberdeen City and Highland Councils to seek private investment to expand and operate publicly available Electric Vehicle Charging Infrastructure in Moray. Community Wealth Building, Community Benefits and Economic Social Governance including training and the development of local supply chains for repairs and servicing Milestones: - Expansion of charging network infrastructure - - Implement strategy March 2028 Dec 2028 Service Manager - Transportation 2 Page 46
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APPENDIX 2 OPERATIONS & ENVIRONMENT - SERVICE PLAN 2025-28 (Year 2 refresh) SPMAN-1024035114-1067 Climate Change Delivery of Active Travel Strategy - Promote and develop active and green travel in schools Increased awareness and participation in active and green travel in schools - 95% of primary schools will deliver L2 Bikeability by 2027 - 60% of all journeys to school to be walked, wheeled or cycled by 2027. - Update Active Travel Strategy March 2027 March 2027 June 2027 Service Manager - Transportation 1 Climate Change Develop Surface Water Management Plans (SWMP) for Forres and Findhorn by end 2026/27 Implementing surface water infrastructure improvements in vulnerable flood risk areas: Reducing the risk of surface water flooding to properties in vulnerable areas Draft SWMP for Forres & Findhorn Implementing surface water infrastructure improvements in vulnerable flood risk areas: (levels of risk and areas to be identified in surface water management plans) New schemes prioritised in Local Flood Risk Management Plans for 2022 – 2028 will reduce risk to approximately 100 properties in Moray) March 2027 TBC following completion of plans Service Manager – Design Consultancy 2 Climate Change Deliver Coastal Adaption Plan Interim Report to coincide with the Local Flood Risk Management Interim Reports A plan to manage Moray’s coastline that is adaptable to climate change. Supporting management of Moray’s Coastline in a sustainable way. Dec 2031 Further milestones to be determined subject to funding Service Manager – Design Consultancy 2 Page 47
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APPENDIX 2 OPERATIONS & ENVIRONMENT - SERVICE PLAN 2025-28 (Year 2 refresh) SPMAN-1024035114-1067 Compliance & Efficiency Barcode / QR coded scanning introduced into stores processes. Improved efficiency & accuracy Tranman stores system upgrade to include scanning system March 2027 Fleet Services Manager 2/3 Compliance & Efficiency Undertake a staff led self- assessment of our service activities and customer results using the PSIF model (Public Service Improvement Framework) Results from self- assessments will be used to create a targeted action plan for long term improvements to the section PSIF for 2 Service Areas complete Process for each service includes: - Survey - Workshops - Action Plan Prepared March 2027 Service Managers 2 Growth Develop Business Case for Buckie Harbour expansion Promote development opportunities to potential partners and attract inward investment Carry out market appraisal and further develop design and costings March 2027 Service Manager - Harbours 2 Maximising Opportunities Lead the transport element of the Town Centre Improvement Plan Developing a diverse, inclusive and sustainable economy: By the year 2030 Moray will have a sustainable and inclusive economy which generates improved opportunities for everyone, including more skilled and higher paid jobs Transport interventions delivered as per programme (still tbc and subject to funding): Milestones: - Active Travel Masterplans to be complete (2 per year) by 2030 - Additional cycle parking (where identified as a need by the community) by 2030 - EV charging subject to third party timescales but by 2028 (end of EVIF Grant period) As per agreed programme. Service Manager - Transportation 1 Page 48
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APPENDIX 2 OPERATIONS & ENVIRONMENT - SERVICE PLAN 2025-28 (Year 2 refresh) SPMAN-1024035114-1067 - Ebike charging to be provided by and subject to third party timescales (Council support only) Maximising Opportunities Lead the infrastructure elements of the Levelling Up Fund in line with Elgin City Masterplan Elgin City Centre is a prosperous, attractive and healthy place Number of infrastructure schemes on target for planned delivery (programme still TBC – indicators to be revised following confirmation) March 2027 Service Manager – Design Consultancy 1 Health and Wellbeing (Staff) Ensure the Health and Work Policy and Procedures, providing a supportive and comprehensive framework to manage health and wellbeing and any absence that occurs, are applied by managers. Improve attendance at work and manage sickness absence through additional targeted support to assist in maximising attendance thus reducing costs and improve practice and adherence to policy. PIs • Sickness absence days lost (Service) (Non-Teacher) • % of Sickness (Service) (Non-Teacher) March 2027 (Ongoing Annually) Service Managers/ H of Operations & Environment 2 ADD ANY NEW SERVICE LEVEL ACTIONS BELOW 5. Service Level Outcomes or Priorities Action Planned Outcome Outcome Measures Completion Target Lead Priority rating (1 high 3 low) Maximising Opportunities Introduce a pilot overnight stay initiative for campervan/motorhome at Burghead Provision of a designated overnight parking location for campervan/motorhome users Increased visitors to Burghead Greater understanding of the pros/cons relating to an overnight scheme to inform longer term decision making November 2026 Service Manager Environmental Services 1 Page 49
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Report to: Economic Development and Infrastructure Services Committee Meeting Date: 16 June 2026 Report by: Executive Director Economy, Enterprise and Operations Author: Martin Skinner Contact Email: martin.skinner@moray.gov.uk Subject: External Grant Funding Updates 1. PURPOSE ☒ For Decision ☐ For Information 1.1 To seek approval for submission of two community applications to the Regeneration Capital Grant Fund (RCGF), update on Round One of the Coastal Communities (CCF) Grant Scheme and seek approval for delivery of Round Two, and to provide updates on other external funds. 1.2 This report is submitted to Committee in terms of Section III (F) (29) of the Council’s Scheme of Administration relating to application for, co-ordination and monitoring of Council funding from European legacy and external programmes. 2. SUMMARY 2.1 This report identifies potential funding opportunities that could enable significant community investment into two locally owned assets. It presents the results of the first round of the CCF Grant Scheme and seeks agreement to proceed with delivery of a second round. It also provides updates on other key external grant funding programmes that are allocated, administered and/or awarded via application to the Economy and Enterprise Team for a wide range of economic development, regeneration and place�based activity across Moray. 3. RECOMMENDATIONS 3.1 It is recommended that Committee: i) consider and approve the request for Council to act as lead applicant for submission of two Stage 1 community proposals to the Regeneration Capital Grant Fund (RCGF) 2027/28 from Dufftown and District Community Association and Leanchoil Trust, with no direct financial implications for the Council, and if successful, submission of Stage 2 applications subject to adequate staffing as set out in paragraphs 6.5 and 6.6; Item 8. Page 51
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ii) note the 2025/26 allocation of £170,707.94 from the Crown Estate Coastal Community Fund, approve £100,000 for delivery of a second round of the Coastal Communities Fund Grant Scheme as outlined in Paragraph 4.10, and agree that £70,707.94 is retained for carry forward to be included in a 5 year strategic plan in 2027/28, as outlined in Paragraph 4.16; and iii) consider and note the updates provided for the Forres Conservation and Heritage Scheme (FCHS), Rural Tourism Infrastructure Fund (RTIF), UK Shared Prosperity Fund (UKSPF) and Placed Based Investment Fund (PBIF). Author Name: Martin Skinner Job Title: Development Officer 4. BACKGROUND AND CONTEXT 4.1 Regeneration Capital Grant Fund 2027/28 RCGF supports locally developed place-based regeneration projects that involve local communities, help to tackle inequality and support inclusive growth in disadvantaged and fragile communities across Scotland. The fund is primarily aimed at providing new and/or improved infrastructure to improve the economic, social, and physical environment of communities and is open to all 32 Scottish Local Authorities. 4.2 Grant Lodge: Gateway to Moray was awarded £1,104,827 from RCGF in March 2026 along with match funding of £212,427 in December 2025 from the National Lottery Heritage Fund. 4.3 RCGF applications follow a two-stage, competitive process. In previous years, the closing deadline for Stage 1 applications has been end of June and if successful, Stage 2 applications have been submitted in October/November with outcomes known in January the following year. 4.4 It is therefore expected that an Invitation for Round 13, Stage 1 outline proposals will be announced in May 2026 with a submission deadline of end of June 2026. Only Local Authorities can apply to this fund and two Community Associations in Moray have requested for the Council to be the lead applicant on their behalf. Please see Appendix I for the Dufftown & District Community Association Proposed Renovation of Dufftown Clock Tower to provide flexible community space & tourist signposting on ground floor and bespoke holiday accommodation on the upper floor. Please see Appendix II for the Leanchoil Trust proposal which aims to transform the former B listed hospital in Forres into a multi-functional Health and Wellbeing Centre. 4.5 It is unknown how much funding will be made available for this round however £36M was available in 2025. The combined value of grant requests being made by the two Moray community projects is £3,114,247 which is testament to the enterprising community spirit. It is considered that both proposals meet the RCGF criteria and that the groups have the capacity to deliver the projects within financial year 2027/2028 and resources are available in house to support Stage 1 and 2 applications. It is estimated that 10-15% of one officer post would be required to support submission of both Stage 1 applications and approximately 20-35% for submission of both Stage 2 applications. However, the time allocation would be short term. If both applications are successful in Stage 2 and proceed to delivery, it is estimated that 25% of an officer post would be required intermittently to support submission of claims at regular intervals, usually quarterly. Accountancy support Page 52
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will also be required and is estimated to be approximately 5% per quarter. 4.6 Coastal Communities Fund (CCF) Crown Estate Scotland provides annual funding allocations to coastal local authorities to deliver community benefit. These allocations are derived from Scottish Crown Estate marine assets and are distributed in arrears following finalisation of Crown Estate Scotland’s annual accounts. The first 5 tranches have contributed to existing council led and partnership projects being delivered in coastal areas including the Ice Plant, Buckie Harbour upgrades, the Coast to Country project and Forres Conservation and Heritage Scheme. 4.7 Tranche 6 – CCF Round One Following approval of this committee on 2 September 2025 (Paragraph 7 of the minute refers) the 2024/25 allocation of £133,180.78 was used to establish the first Moray Coastal Communities Fund Grant Scheme. The fund recognised Moray’s coastline as a key asset for sustainable development and aimed to: • Support community-led and partnership projects • Enable regeneration opportunities • Promote sustainable economic, environmental and social development • Deliver long-term benefits to coastal communities 4.8 The fund received 18 submissions, three of which were deemed ineligible. Following internal assessment to confirm eligibility and a Participatory Budgeting exercise via Moray Engage, eight projects received full funding, and one project received partial funding to utilise the full amount of CCF funding available. 4.9 Project Grant Award CCF01 – Portknockie Community - café fit out £18,750 CCF02 – Scottish Dolphin Centre – equipment and lighting upgrade £12,771 CCF03 – Burghead Selkies – beach wheelchairs and beach shelter £20,000 CCF06- Spey Bay Hall external doors upgrade- part grant £2,975.80 CCF09 – Wild Things - Blue Horizon activities £10,247 CCF10 – LCDT West Beach Car Park business plan & feasibility study £20,000 CCF11 – SurfABLE Scotland - ATV beach vehicle £12,988.98 CCF12 – Outfit Moray - Adventure by The Sea festival £19,500 CCF13 – Lossie Fisheries Museum – windows and doors upgrade £15,948 TOTALS £133,180.78 4.10 Tranche 7 – CCF Round Two (proposed) For 2025/26, Moray Council has received £170,707.94, representing the seventh tranche of funding derived from £15.98 million from net revenue generated by the Scottish Crown Estate’s marine assets out to 12 nautical miles in 2023-2024. Payments are made in arrears following the finalisation of Crown Estate Scotland’s annual accounts and it is possible to carry funds forward. It is proposed that £100,000 of the funding is allocated Page 53
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through a second round of the CCF Grant Scheme to provide medium and strategic grants to eligible organisations delivering projects that: • Support the development of active travel routes along, to and from the coastline • Protect and enhance coastal environments • Support climate resilience and net zero ambitions • Safeguard, restore or enhance the coastal environment • Strengthen coastal communities • Promote innovation and skills development 4.11 Following review of Round One and consultation and discussions with the Community Support Unit, Climate Change Strategy Officer and Highlands and Islands Enterprise Strengthening Communities Team (HIE), it is considered appropriate to offer Medium Grants: £10,000– £20,000 (for medium-scale projects delivering clear community benefit) and Strategic Grants: £20,001– £50,000 (for transformational or multi- community/partnership projects). 4.12 Match funding demonstrates local commitment and strengthens the overall credibility and competitiveness of the grant application as well as ensuring that the project delivers greater value for money by leveraging additional local resources alongside the grant request. However, by following a Participatory Budget process via Moray Engage, the ability to weight projects according to match funding is not possible. The benefits of match funding can be highlighted and encouraged via the promotional material and application form; however, it cannot be assessed as part of the application process unless it is an eligibility requirement. It is considered therefore that grants can offer up to 100% funding to avoid curtailing applications. Projects should be completed within 12-24 months of the grant award data depending on the scale of the project and grant award. 4.13 Who Can Apply Eligible applicants include: • Community groups and voluntary organisations • Charities and social enterprises • Local development trusts • Educational institutions • Public or third-sector partnerships working in the Blue Economy • Previous applicants that meet the new criteria and/or are delivering a second phase of their project Applicants must: • Be a constituted organisation • Hold a bank account in the organisation’s name • Demonstrate clear community benefit 4.14 It is proposed to announce the upcoming opening of the fund immediately following committee to allow the maximum notice period. The fund will then open by the end of July 2026 with a submission deadline of 8 weeks. Applications will be assessed internally to ensure they are eligible and then as per the first round of CCF grant it is intended to use Moray Engage platform to invite the Moray community to vote on the eligible projects via a 2-week Participatory Budgeting exercise. Voters will have to vote for 5 projects to Page 54
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complete the ‘survey’ and register their votes (PB Scotland website (Voting systems for PB: Making your choice — PB Scotland). Allowing people 5 votes complies with the Spread Voting System. Following the public vote, projects will be funded in vote order until the money runs out, and any residual amount will be offered to the next project if it can deliver a completed element of the project. 4.15 Expected Outcomes The fund is expected to enhance biodiversity, support climate resilience, increase employment and skills, improve community wellbeing, strengthen coastal economies and improve community infrastructure. 4.16 It is now known that annual CCF allocations of around the same level will be received over the next 5 years. This certainty will allow a more strategic approach going forward and will facilitate longer term project planning. Larger, more transformational projects that meet the grant conditions can now be considered and will be presented in a 5-year CCF plan to this committee for approval in 2027/28. The remaining 2025/26 CCF allocation (£70,707.94) will be carried forward to be included in the plan. 4.17 Forres Conservation and Hertitage Scheme (FCHS) Following agreement at a meeting of this Committee on 13 August 2024 (Paragraph 11 of the minute refers), Delivery Phase applications were submitted following the successful completion of the 12-month Development Phase (2023-2024). These applications were successful in securing £980,000 from Historic Environment Scotland, £790,000 from the National Lottery Heritage Fund and £98,000 from UK Shared Prosperity Fund, to deliver the 5-year FCHS – the first of eight local improvement projects across Scotland to be approved funding. Match funding from the Place Based Investment Programme, Town Centre Capital Fund and Coastal Community Fund, supports an overall investment of £3.3 million. 4.18 The Delivery Phase (2025-2029) received its permission to start in March 2025 and held its official launch within the community in September 2025. The programme will help to deliver the Forres Town Centre Improvement Plan which was approved at a meeting of the Planning and Regulatory Services Committee on 25 October 2022 following an 8 week public consultation (Paragraph 10 of the minute refers), in terms of key building repairs, public realm improvements, historic shopfront scheme, heritage activities and interpretation, greening projects and delivery of traditional skills training. 4.19 The programme has successfully transitioned from development to delivery, with multiple projects now progressing to design, community engagement and early implementation stages, demonstrating clear momentum and local interest in the scheme. 4.20 Current activity includes: • Public Realm Improvements: Concept designs for enhancements to 4 key spaces within Forres Town Centre, including the Tolbooth and Mercat Cross area, Mosset Green, The Needle, and four public lanes/closes have been produced. An initial public consultation event was held on 20 March 2026 at the Tolbooth to gather feedback from the local community, with further consultation through a library display and the Moray Engage platform currently ongoing. Captured feedback will inform final designs and prioritisation, with works anticipated to commence in late 2026 or early 2027 – Page 55
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dependant on outcomes. 4.21 • Interpretation: An Interpretation Design Plan was developed collaboratively with the community in 2025. The project has progressed to detailed design, content development and copywriting stage, with manufacture and installation scheduled to begin later this year. 4.22 • Heritage Activities: The High Street Histories project is currently researching old photos of Forres and the history and stories of the people who lived and worked in the town. The project has recruited 7 regular volunteers and 5 ad hoc volunteers from the community to assist with research, collation and digitisation, working towards the launch of an online exhibition later this year. 4.23 • Historic Shopfront Scheme: Following promotion of the Historic Shopfront grant scheme last year, 10 historic shopfronts within Forres have received detailed condition surveys and costings, identifying required repairs to the external fabric and recommended restoration of traditional features. 1-2-1 conversations to discuss the report findings and next steps have been offered and are currently underway. Following completion of these conversations, grant applications are planned to open May 2026, with potential for repair works to begin later this year. 4.24 • Priority Buildings and Building Health Checks: Engagement is ongoing with the owners of 4 priority buildings identified during the Development Phase, pending updated guidance from Historic Environment Scotland on third-party grants. A request for notes of interest in the Building Health Check grant scheme was live throughout March 2026 following targeted promotion to eligible traditional properties within the Forres Conservation Area. 50 buildings noted interest in receiving the free condition survey and grant support and a shortlist of properties is currently being prepared, with an Invitation to Quote for survey and project management of the Building Health Checks due to be issued early May 2026. Surveys of the shortlisted buildings are planned to take place during the summer months this year, with works due to begin late 2026 or early 2027. 4.25 • Evaluation: Development of the project evaluation framework is nearing completion. A draft methodology has been received and is under review, setting out the approach to capturing both qualitative and quantitative data to measure the physical and community impacts of the scheme to funders and stakeholders. 4.26 • Upcoming Procurement: Procurement activity for the remaining projects including Vacant Property feasibility study, Greening of the Conservation Area, Traditional Skills Training, and Family Holiday and Weekend Sessions, are planned for Q1 2026. 4.27 Rural Tourism Infrastructure Fund The Rural Tourism Infrastructure Fund (RTIF) is a Scottish Government capital grant programme administered by VisitScotland, supporting tourism�related infrastructure in rural areas. In recent years, RTIF has operated on a more strategic basis, with investment guided by Strategic Tourism Infrastructure Development (STID) Plans. Moray Council’s Moray Routes STID was approved by this Committee on 7 February 2023, and granted delegated authority to apply for VisitScotland funding to deliver the projects (Paragraph 2.1 of the minute refers). 4.28 Since approval of the STID, Moray Council has progressed projects through a phased Page 56
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approach. In 2023–24, the Council was successful in securing RTIF design�grant funding for the Distilleries Trail (Rothes Way) and Coastal Connections (Speyside Way - Buckie to Spey Bay) projects, enabling detailed design and cost development work to be undertaken. 4.29 A full RTIF project (capital) phase application for the Rothes Way Distilleries Trail was subsequently submitted as part of the 2025–26 Round 2 process. While this application was unsuccessful, delivery of the project is continuing through the Rothes Way Association (RWA), supported by Moray Council, with works currently underway and completion anticipated in late summer 2026. 4.30 In March 2026, VisitScotland informed officers that a design grant application would be welcomed for Tier 1 projects before the end of the financial year to utilise available 2025/26 VisitScotland budget. An application has been submitted to progress the two Tier 1 STID projects: Smart Destination and Informed Destination with a combined value of £29,950. These projects focus on visitor monitoring, digital infrastructure, interpretation and visitor information across the Moray Routes network. 2025/26 Design Grants are available up to a maximum of £20,000 at a 100% intervention rate. Funding decision is now awaited. 4.31 The 2026–27 full project funding round opened on 25 March 2026 and closed on 24 April 2026. While the Tier 2 Coastal Connections (Speyside Way – Buckie to Spey Bay) project had previously completed the design grant stage and was therefore eligible to apply for full project funding, no application was progressed during this round. This reflected discussions with VisitScotland, which advised that priority should be given to progressing Tier 1 projects in future funding rounds, alongside the requirement for projects to secure 20% match funding. The Coastal Connections project therefore remains a potential future application, with an estimated total project cost of £794,600.42. 4.32 RTIF full project funding typically requires 80% grant / 20% match funding, and work is ongoing to identify appropriate match�funding sources to support future delivery of STID�aligned projects. 4.33 UK Shared Prosperity Fund (UKSPF) The 2022-2025 UKSPF programme (£4.315M) was the UK Government’s replacement of the former European Structural Funds. The Fund focused on improving pride in place, supporting local businesses, and improving life chances, with activity aligned to local economic, social and community priorities. 4.34 Activity was delivered across the three national investment priorities: Communities and Place, Supporting Local Business, and People and Skills, alongside the ring�fenced Multiply programme supporting adult numeracy. Moray Council has acted as the Lead Local Authority, responsible for governance, appraisal, contract management, monitoring and reporting to UK Government. The Moray Economic Partnership, supported by thematic engagement across community, business and employability interests within the remit of this partnership was responsible for strategic oversight and allocation of funds which enabled flexibility in responding to local needs while working within evolving national guidance. 4.35 A detailed breakdown of UKSPF allocations and projects delivered during the 2022–25 programme and 2025–26 transition year is provided in Appendix III and Appendix IV for Page 57
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information. 4.36 UKSPF in Moray has supported a diverse mix of projects delivered by Council services and external partners, including community regeneration activity, town centre and other place�based initiatives, business and social enterprise support, employability interventions, and targeted skills and numeracy provision. Delivery has included both revenue and capital activity, supported through Service Level Agreements and grant funding mechanisms. 4.37 Programme delivery has taken place during a period of ongoing change, including evolving UK Government guidance, compressed delivery timescales and capacity pressures across the public and third sectors. These challenges have been actively managed through close programme monitoring, engagement with delivery partners and appropriate reprofiling of funding to ensure compliance and maximise local impact. 4.38 An independent evaluation of Moray’s UKSPF 2022-25 programme is underway, with early findings confirming strong alignment with local priorities and partnership working, while also highlighting lessons that may help inform the design and delivery of future place�based funding programmes. 4.39 In 2025–26, UKSPF entered a transitional extension year, with a reduced national funding allocation and revised reporting arrangements. Moray Council received a 2025–26 UKSPF allocation of £1,415,076, comprising both capital and revenue funding. The previous multi�year Investment Plan was replaced by a Forecast Report, with increased emphasis on mission�led themes. A delivery extension has been granted which enables activity to continue to 30 September 2026 and will facilitate full use of the allocated budget. 4.40 The UK Government published the Pride and Place Strategy in September 2025, providing further detail on the relationship with UKSPF and the emerging Local Growth Fund (LGF) replacement model. A subsequent note set out the methodology used to allocate LGF across Scotland, based on Regional Economic Partnerships containing areas with the lowest Real Disposable Household Income (RDHI) per capita. In January 2026, it was confirmed that Moray Council had not been allocated funding through the new LGF programme which totals £140M. Only five Regional Economic Partnerships were awarded funding through this mechanism. This means there is currently no direct successor funding stream identified to replace UKSPF investment in Moray. 4.41 Following this announcement, officers began engagement and lobbying activity at COSLA and SLAED level. A further letter has been submitted to the Scotland Office by the Highlands and Islands Regional Economic Partnership (HIREP), to which Moray Council officers contributed. It is understood that Members have also been involved with written communications regarding this loss of funding, including via the Community Planning Board. 4.42 Placed Based Investment Fund (PBIF) 2025/26 is the final year of the five-year PBIF programme which aimed to deliver shared ambitions for place, town centre revitalisation, living well local, community-led regeneration, community wealth building and community ownership. The full allocation of £466,000 was expected to be paid in two tranches and the first payment of £364,878 was received in January 2026. Tranche 1 has delivered a Town Centre Capital Grant Scheme across Moray and contributed to the purchase of the former Gordon Arms Hotel in Elgin town centre to develop a creative arts centre as part of the Council’s wider regeneration of Page 58
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the area. However, the Tranche 2 allocation of £101,122 has not been released due to wider budgetary challenges. 5. PROPOSALS 5.1 It is proposed that Council acts as lead applicant for RCGF and that officers submit both Stage 1outline proposals on behalf of the community associations, followed by Stage 2 applications if successful and subject to adequate staffing for that stage. Both proposals have ambitious regeneration plans in the respective areas and have dedicated and experienced staff with capacity to deliver. The projects have been locally developed, involving the communities and on completion will create economic, social and physical regeneration outcomes. Should any management or other issues arise in the interim, a further report will be submitted to this committee. 5.2 It is proposed that £100,000 of the Crown Estate Coastal Community Fund 2025/26 allocation of £170,707.94 is used to deliver a second round of the Coastal Communities Fund Grant Scheme, as outlined in Paragraph 4.11, and that the remaining £70,707.94 is carried forward to be included in a 5-year CCF Strategic Plan, as outlined in Paragraph 4.16. 6. SUMMARY OF IMPLICATIONS 6.1 The table below shows whether risks and implications apply if the recommendations are agreed: SUBJECT YES NO Corporate Plan and 10 Year Plan (Local Outcome Improvement Plan) ☒ ☐ Policy and Legal ☒ ☐ Financial ☒ ☐ Risk ☒ ☐ Staffing ☒ ☐ Best Value and Transformation ☒ ☐ Property ☐ ☒ Information Communications Technology/Digital ☐ ☒ Equalities. Social Inclusion and Economic Impact ☒ ☐ Climate Change and Biodiversity Impact ☒ ☐ 6.2 Corporate Plan and 10 Year Plan (Local Outcomes Improvement Plan (LOIP)) Improved Collaborative Leadership, as part of continuous improvement through Best Value, will better enable the Council to fulfil the ambitions set out in its strategic plans. a) Links to Council Corporate Plan – The proposals in this report support and contribute to improved outcomes for communities as outlined in the following Council Plan strategic priorities: ☒ Tackle Poverty and Inequality. ☒ Build Stronger Greener Vibrant Economy. ☒ Build Thriving, resilient, empowered Communities. b) Links to Local Outcomes Improvement Plan – The proposals in this report support and contribute to improved outcomes for communities as outlined in the following Local Outcomes Improvement Plan priorities: Page 59
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☒ Developing a diverse, inclusive, and sustainable economy ☐ Building a better future for our children and young people in Moray. ☒ Empowering and connecting communities. ☒ Improving wellbeing of our population 6.3 Policy and Legal The Council assesses support for economic development initiatives on their individual merits, guided by the objectives of facilitating sustainable economic growth and achieving the outcomes set out in the Ten-Year Plan and Corporate Plan. For any partnership agreements Legal will be consulted. 6.4 Financial RCGF There are no direct financial implications for Council however there is a risk of the third sector providers being unable to fulfil the funding conditions and the Council being liable to repay the grant funding. Mitigations are set out in the risk section. The total request for RCGF funding in 2027/28 between the two proposals is £3,114,247 however it is considered unlikely that both outline proposals will be invited to submit applications for Stage 2. Project Total Project Cost RCGF request 24/25 Match Funding Leanchoil Trust £7,382,192 £2,500,000 £4,882,192 to be confirmed Dufftown Clock Tower £886,261 £614,247 £272,014 to be confirmed TOTAL £8,268,453 £3,114,247 £5,154,206 CCF External funding allocation for 2025/26 is £170,707.94. These funds do not need to be spent in the Year allocated. FCHS External funding applications for the Delivery Phase successfully secured £980,000 from Historic Environment Scotland, £790,000 from the National Lottery Heritage Fund and £98,000 from UK Shared Prosperity Fund - in addition to previous funding secured from the Place Based Investment Programme, Town Centre Capital Fund and Coastal Community Fund, supporting overall investment of £3.3 million. RTIF The total cost of the Smart Destination and Informed Destination Tier 1 design�stage projects is £29,950, with £19,950 sought from the fund and a £10,000 contribution from the Strategic Planning, Economic Development revenue budget. The funding supports design and feasibility work only, including professional fees and site assessment activity, with no irrecoverable VAT identified at this stage. Any future progression to RTIF full project phase (capital) funding would typically require an 80% grant / 20% match�funding arrangement. Page 60
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UKSPF For the period 2022 to 2025, Moray Council was allocated a total of £4.315 million comprising £559,762 capital funding, £3,010,350 revenue funding and £745,217 ring�fenced revenue funding for the Multiply programme. For 2025–2026, Moray Council received a transitional UKSPF allocation of £1,415,076, comprising £401,239 capital funding and £1,013,837 revenue funding. UK Government confirmed in December 2025 that eligible expenditure may take place up to 30 September 2026. Programme governance and financial monitoring arrangements remain in place for the duration of the extended delivery period. There is currently no direct successor funding stream to replace UKSPF investment in Moray. One off Costs: Service Area Budget Budget Years Proposed Spend this Year Virement From Other Comments Annually Recurring Costs: Service Area Budget With Effect From Annual Net Impact Virement From (if applicable) Other Comments 6.5 Risk Identified risks include: • Funding Uncertainty – delivery of activity is dependent on competitive external funding programmes. Delays, changes to funder priorities, or unsuccessful applications could limit progress. • Match Funding Constraints – where funding requires match contributions, delays or shortfalls in securing match funding could affect the timing or viability of future projects. • Programme Timescales – externally imposed spend deadlines and approval timescales may create delivery pressures, particularly where projects are complex or multi�partner. • Delivery Capacity – reliance on internal capacity and external delivery partners may impact the Council’s ability to progress projects at pace. • Compliance and Clawback Risk – failure to meet funder conditions, outputs or reporting requirements could result in delayed payments or recovery of grant funding. • Staff capacity – there is a risk that officers will not have capacity to support RCGF projects however this will be monitored carefully and reviewed, if necessary, at Stage 2. • Appendix V summarises Council responsibilities per fund. While these risks cannot be removed entirely, they can be mitigated through established Page 61
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programme governance arrangements, early engagement with funders, and a phased and prioritised approach to project development. Where appropriate, projects are progressed through an initial design and feasibility stage to confirm scope, costs and deliverability before full delivery is considered, helping to manage capacity pressures, reduce delivery risk, and ensure funding requirements and timescales are actively monitored. For RCGF there is a risk of the 3rd sector providers being unable to fulfil the funding conditions and the Council being liable to repay the grant funding. To mitigate any risks, partnership agreements will be drawn up at full application stage outlining that the Trusts will adhere to all funders grant conditions and that they are solely responsible for any liabilities associated with the funding. The agreements will also confirm that all match funding must be in place prior to any work starting and that details of suitable professional management arrangements with regular reporting, compliance with procurement and subsidy control requirements must be provided. There is also a risk to Council as lead applicant that the 3rd sector providers will not have the capacity to deliver the capital projects. However, both organisations have at least one full time person in post to deliver the projects, professional expertise will be included within the overall project costs to ensure that construction meets the required standards. There is a risk that changes to staff resources and workload will affect capacity to support the projects. To ensure balanced resource and to mitigate risk, staff capacity will be reviewed at Stage 2 to ensure that sufficient support is available and that the Economy and Enterprise Team also have capacity to manage other allocated funds and any new project work. 6.6 Staffing Administration and reporting on external funding is undertaken by the Economy and Enterprise Team. RCGF - the community organisations will prepare their applications and claims; set up project systems for carrying out the works including for procurement, monitoring and evaluation. Staff from the Economy and Enterprise Team will provide support for submitting the applications, interim and final claims to the RCGF supported by staff from Accountancy and arrange for claimed funds to be transferred to the organisations. If staff capacity to support the projects is no longer available, officer support will be reviewed at Stage 2. Both applicants have been made aware that they require suitably qualified and experienced project management staff and arrangements in place. If staffing in third party organisations falls short of these requirements, consideration of officer support for submission of Stage 2 applications will need to be reviewed. Appendix V summarises staff role per fund. CCF - administration of the grant scheme will be accommodated within existing staffing resource. There will be collective responsibility for development of the 5-year Strategic Plan and project delivery will be led by the departments concerned. FCHS – dedicated Project Officer in place and supported by the Economy and Enterprise Team. RTIF - any future funding applications or project delivery activity will continue to be supported by the Economy and Enterprise Team, with input from other Council services as required including Open Spaces and Active Travel. Projects will only be delivered subject to accessing sufficient funding, securing project management resource and where existing staffing capacity allows. Page 62
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UKSPF – Monitoring and Compliance Officer in post until August 2026 and Officer support in place to oversee the fund until November 2026. 6.7 Best Value and Transformation The use of external grant funding supports Best Value by enabling the Council to deliver economic development, regeneration and place�based activity without placing additional pressure on core budgets. Programmes such as the UKSPF and the RTIF have allowed targeted investment to be made in response to local needs, while operating within clearly defined funding conditions and timescales. Delivery of these programmes has required robust governance, monitoring and reporting arrangements, and has contributed to continuous improvement in how the Council appraises, manages and evaluates external funding. Lessons learned through UKSPF delivery, including partnership working, programme flexibility and capacity management, will help inform the Council’s approach to future place�based funding opportunities. 6.8 Property The RCGF community proposals relate to community owned assets. 6.9 Information Communications/Technology/Digital If the RTIF application for Smart Destination is successful, enhanced data collection regarding use of Moray’s Routes will support evidence�based visitor management and infrastructure planning, including identifying pressure points, understanding patterns of use, and strengthening the business case for future funding from public and private sources. 6.10 Equalities, Social Inclusion and Economic Impact An equality impact assessment is not required as the reason for the report is for the Council to consider being the lead applicant for the community organisations to access funds, which they could not undertake themselves. The focus of the RCGF is on projects in areas that suffer from high levels of deprivation and disadvantage and that demonstrate clear community involvement. Being lead applicant for the projects will assist the council in addressing socio-economic inequalities in accordance with the Fairer Scotland duty. The other external funding programmes outlined in this report support activity that contributes positively to social inclusion and economic outcomes across Moray. Funding has been targeted towards place�based regeneration, community capacity building, employability and skills provision, business support and improved access to services and infrastructure. UKSPF investment has focused on reducing barriers to participation in the economy, supporting communities experiencing disadvantage, and improving life chances through employability, skills and numeracy interventions. RTIF activity supports sustainable tourism by managing visitor pressures, improving accessibility and reducing adverse impacts on local communities in rural areas. The use of external funding enables targeted interventions that respond to local need and supports inclusive economic growth. Equalities and socio�economic considerations are embedded within programme appraisal, project selection and monitoring arrangements, and individual projects are required to comply with relevant equality legislation and funder Page 63
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requirements. 6.11 Climate Change and Biodiversity Impacts RCGF projects must demonstrate consideration and contribution towards achieving the target of net-zero carbon emissions by 2045. CCF eligible projects include those that protect and enhance coastal environments, support climate resilience and net zero ambitions and safeguard, restore or enhance the coastal environment. FCHS includes greening of the Conservation Area - supporting food growing, wildlife enhancements and biodiversity - and explore the reuse of vacant buildings. RTIF supports sustainable place�based development, including improved visitor management, active travel routes and digital infrastructure, contributing indirectly to climate change mitigation and adaptation objectives. 7. CONSULTATION 7.1 This report has been prepared in consultation with Executive Director Economy, Enterprise and Operations; Executive Director Finance, Strategy and Transformation, Head of Growth, Planning and Climate (Chief Planning Officer); Head of Operations and Environment, Head of Housing, Property and Communities, Chief Financial Officer, Service Manager Economy and Enterprise, Service Manager Legal Services, and Lissa Rowan, Committee Services Officer and any comments made have been incorporated into the report. 8. BACKGROUND PAPERS 8.1 ED&I Committee report on External Grant Funding Updates 20 June 2023 (Item 12) 8.2 ED&I Committee report on Moray Routes: Bright Futures 7 February 2023 (Item 12) 8.3 ED&I Committee report on Town Centre Improvement Plans Update and Funding Opportunities 5 September 2023 (Item 8b) 8.4 Documents on file in Economy and Enterprise section Page 64
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Appendix I - Dufftown and District Community Association Clock Tower Proposal Overview: Dufftown & District Community Association (DDCA) was established in 1995 through the amalgamation of two groups and is the key anchor organisation for the town. The renovation of this listed landmark building to conservation standards will both protect the building for the future and deliver strong economic and social outcomes which will benefit both the town and its visitors. The indicative total project cost is £ £886,261with a proposed application to RCGF of £614,247. Background: Dufftown and District Community Association (DDCA) is an open membership, community owned and run organisation in Dufftown. It was established in 1995 and holds charitable status. DDCA purchased the clock tower from Moray Council in 2020 and consulted with community groups in Dufftown to establish the main priorities for the period 2021 – 2026. This consultation led to the publication of a 5-year Community Action Plan and restoration of the clock tower was identified as one of the top priorities. It has been identified that this renovation project is central to the revitalisation of Dufftown town centre. It will foster pride in the community, providing a space where residents can gather, celebrate their heritage, and see their stories preserved and importantly, become a catalyst for economic, social, and cultural renewal in Dufftown. The restoration of the clock tower will create a long term, financially sustainable and flexible facility which will serve the local community and become a destination for visitors. Safeguarding Dufftown’s heritage, ensuring that its story, architecture, and historic features remain part of the landscape for generations to come in tandem with providing a destination attraction is paramount. Beyond heritage, there is a clear practical need for this project. Dufftown currently lacks sufficient visitor accommodation, limiting tourism and economic opportunities. The Clock Tower’s upper floors will provide bespoke holiday accommodation, helping meet this demand while creating a living museum that tells local stories, from its time as a jail and Burgh Chambers to connections with the whisky industry and Scottish Canadian railway links. The project is central to the revitalisation of Dufftown town centre, and by restoring this important key landmark and activating the building with flexible community space and visitor accommodation, it will strengthen the town’s appeal and vitality. Page 65
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Economic – During the pandemic several shops closed in the town centre and Dufftown currently offers less tourist beds than similar towns per head of population. There is little on offer in terms of unique holiday accommodation in the area. Owing to its central location the clock tower can become a central hub for the community and visitor experiences, provide much needed signposting to other tourist venues whilst increasing footfall within the town. Walking tourism is increasingly popular and Dufftown benefits both from being on the Isla Way and as a result of having developed its own walking trails, the Clocktower is a main gathering point as many walks start and end here. Environmental – The clock tower is a Grade B listed building and DDCA have commissioned a conservation led- yet environmentally friendly design so the focus is to minimise any environmental impact. Traditional and natural materials will be used where possible with renewable energy options included. Social – The project will ensure that the building will once again sit at the core of community life, offering a space to meet and interact. The restoration of the clock tower will provide an opportunity for the local community to shape their own future; increasing the sense of pride and a shared identity. Community groups will benefit from their own, flexible high-quality space on the ground floor, and the project will promote local asset use, and improving the sense of community identity and cohesion and enhanced community networks. This project is part of wider regeneration ambitions and DDCA is Dufftown’s anchor organisation and is part of the Moray Speyside Appendix III Tourism Forum. DDCA have developed a close relationship with HIE who part fund their community development and have delivered the project business plan. Partnerships are central to the success of the ground floor hub and Speyside Youth, and four other local community groups have noted interest in using the proposed community space. The proposed future use of the clock tower complements wider ambitions related to making Speyside a unique visitor destination, building on our heritage and tailoring it to increasing demand for bespoke experiences. Total Cost Project total cost is £886,261 with a grant application request to RCGF of an estimated £614,247 with match funding to be confirmed in due course. Timeframes for securing other funding June/July 2026 – HES funding for approximately £272,014 June – September 2026 – Other local funding secured from a variety of sources. Timescales and objectives May – October 2026 Securing supporting funding streams and RCGF Stage 1 application Page 66
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October 2026 – RCGF Stage 2 application January 2027 Securing RCGF funding Spring 2027 – Main renovation works to commence – approximately 3 months duration Autumn 2026 – Completion and opening of building Page 67
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Appendix II - Leanchoil Hospital Regeneration Project, Forres Overview The Leanchoil Hospital Regeneration Project is a community-led initiative to transform the former Leanchoil Hospital in Forres into a multi-functional Health and Wellbeing Centre. The development will bring together health, housing, childcare, education and community services on a single accessible site. The project will restore the vacant Category B listed hospital, supporting inclusive economic growth, improving local services and delivering sustainable rural regeneration. Located within walking distance of Forres town centre, the development supports 20-minute neighbourhood and Town Centre First principles. The project is led by Leanchoil Trust in partnership with public, private and third sector organisations. Background Leanchoil Hospital served Forres and surrounding rural communities until its closure by NHS Grampian in 2018. The site includes two Category B listed buildings set within 9.5 acres of woodland and grounds. Following closure, Leanchoil Trust was established in 2020 to secure the building for community use. After extensive engagement and consultation, a Community Asset Transfer from NHS Grampian was completed in March 2026. Consultation identified key local needs including: ● Loss of local health services ● Lack of supported and accessible housing for older people ● Increasing demand for respite care ● Shortage of childcare and out-of-school provision ● Skills gaps, particularly in STEM ● A vacant heritage asset requiring restoration Additional evidence of need includes: ● Ageing population (over-65s 2.4% above Scottish average) ● Areas of Forres within 10–20% most deprived in Scotland (SIMD) ● Limited access to preventative health services ● Limited childcare provision for ages 3–8 and no Out of School Care ● Vacant 450m² building and wider development site What this Project Will Deliver & Regeneration Outcomes The project will deliver phased regeneration of the Leanchoil site including: ● Restoration of the Category B listed hospital building ● Multi-functional Health and Wellbeing Centre ● 41 assisted living flats (with Hanover Scotland) Page 68
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● STEM learning facility (with Moray Council) ● Earth Time Forest Nursery (ages 3–8) and Out of School Care ● Scottish Ambulance Service facility ● Future development across the 9.5-acre site ● Green space and nature-based activities This co-located model will provide integrated health, housing, childcare, education and emergency services in one accessible location. Social Return on Investment analysis indicates £5.07 of social value for every £1 invested. The project will also deliver: ● Approximately 100 construction jobs ● Long-term employment opportunities ● Increased local spending and economic activity ● Skills and training opportunities ● Improved access to services and reduced inequalities Key partners include Hanover Scotland, NHS Grampian, Health and Social Care Moray, Moray Council, Highlands and Islands Enterprise, Scottish Ambulance Service and third sector organisations. Development to date includes feasibility work, planning permission, business planning and design team procurement. The project is expected to be construction-ready by March 2027. Economic Outcomes ● Approximately 100 construction jobs ● Long-term employment across health, childcare, education and services ● Opportunities for local SMEs and practitioners ● Increased footfall and local spending ● Support for parental employment through childcare ● Skills development and workforce growth Training and skills opportunities include heritage and construction training, STEM education, volunteering, and Community Wealth Building. Environmental Outcomes ● Reuse of vacant listed building reducing embodied carbon ● Low-carbon energy systems ● Reduced travel through co-located services ● Integration of green space and outdoor activity ● Woodland use for education and wellbeing ● Nature-based solutions supporting biodiversity Page 69
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● Alignment with Net Zero objectives Social Outcomes ● Improved access to health and wellbeing services ● Reduced inequalities through local provision ● Increased independence for older people ● Improved childcare provision ● Enhanced education and skills opportunities ● Strengthened community cohesion ● Improved physical and mental wellbeing ● Increased volunteering and participation The project has been shaped through 22 consultation events, engagement with over 500 individuals and ongoing stakeholder collaboration. Total Cost Phase Description Total Cost RCGF Contributio n Phase 1 Full Fabric Repairs and Envelope £1,830,0 00 £596,000 Phase 2 Central Core including roof, stairs, walls, heating, electrics, toilets, communications & security, finishes, café kitchen, insulation and energy saving measures £2,250,0 00 £675,000 Phase 3 Health and Wellbeing Wing Refurbishment £805,00 0 £555,000 Phase 4a Moray Growth Deal STEM Wing £450,00 0 — Phase 4b Scottish Ambulance Service Training and Crew Facility £510,00 0 £460,000 External Works Parking (including EV charging points), paths and landscaping £1,010,0 00 £114,000 Professional Fees (Est.) Professional Fees £273,00 0 — Activities & Project Management Staff for Capital Project and delivery costs £267,95 0 £100,000 £2,500,000 Timeframes for Securing Other Funding Page 70
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Funding applications will be aligned with project development milestones and capital delivery requirements. Potential other funding: RCGF £2,500,000 2027/28 Business energy Scotland £130,000 Garfield Weston £100,000 Historic Environment Scotland £500,000 Highlands and Islands Enterprise £500,000 Just Transition £500,000 National Lottery Heritage Fund £1,365,585 SSEN £216,800 Moray Growth Deal STEM £450,000 Wolfson Foundation £75,000 Hanover Scotland - Contribution towards external works £593,000 In kind noncash contributions £40,000 Local Fundraising and donors £36,1807 Scottish Ambulance Service £50,000 Total £4,882,192 Timescales and Objectives Since 2018, the project has progressed significantly and is now at an advanced stage of development, with funding from NLHF, Pilgrim Trust, AHF, SLF, Berry Burn Community Fund. Work completed includes: • Feasibility studies and options appraisal • Planning permission granted • A robust business plan • Community Wealth Building research • Tender submission for design team with a view to submitting for building warrant in September 2026 and achieving RIBA 4i by end 2026 The project is structured in phases to support delivery and funding alignment, including the integration of health, housing, and service provision. Pre-construction costs of £1.33 million have been secured through: • NHS Grampian support • Capital receipt from land sale Page 71
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• Highlands and Islands Enterprise funding The project is expected to be construction-ready by March 2027, with RCGF funding critical to enabling the capital works required to bring the building back into use. The Leanchoil Hospital Regeneration Project represents a transformational, community-led investment that will restore a valued heritage asset while delivering integrated services, economic opportunity and improved wellbeing for Forres and the wider Moray area. Page 72
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Appendix III - UKSPF funding allocation for Moray by intervention groups UKSPF funding allocation for Moray by intervention group (2022-2025) Intervention group Financial year Capital allocation Revenue allocation Communities and Place 2022-2023 £45,060 £97,051 2023-2024 £108,316 £181,972 2024-2025 £406,386 £447,343 Total £559,762 £726,366 Supporting Local Business 2022-2023 £- £97,052 2023-2024 £- £181,972 2024-2025 £- £447,343 Total £- £726,367 People and Skills 2022-2023 £- £194,103 2023-2024 £- £363,943 2024-2025 £- £894,685 Total £- £1,452,731 UKSPF funding allocation for Moray by intervention group (2025-2026) Investment Priority Capital allocation Revenue allocation Communities & Place £401,239 £272,786 Supporting Local Business £208,786 People & Skills £481,573 Total £401,239 £963,145 Page 73
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Appendix IV - UKSPF project allocation for Moray by intervention groups UKSPF projects by intervention group (2022-2025) Intervention group Project Allocation Communities & Place - S1 Development phase for Forres Town Centre Improvement Plan via Forres Conservation & Heritage Scheme & Delivery £73,611 Communities & Place - S1 Town Centre Improvement Plan Delivery £311,807 Communities & Place - S1 Falconer Museum Feasibility £14,867 Communities & Place - S1 Lighting upgrades to Duke of Gordon monument Ladyhill, Elgin £41,904 Communities & Place - S1 Public Realm Improvements – inc. Cullen Mercat Cross & Forres Noticeboards £21,000 Communities & Place - S1 St. Giles Support Grants £93,887 Communities & Place - S5 Athletics Facility Feasibility Study £30,000 Communities & Place - S5 Art, Culture and Heritage Grants £198,860 Communities & Place - S9 Community Resilience Group Grants £12,508 Communities & Place - S12 Digital Poverty £46,061 Communities & Place - S12 Community Digital hubs £58,594 Supporting Local Business – S15 Micro to SME dev support events £14,297 Supporting Local Business – S15 BG Business Support £9,151 Supporting Local Business – S15 Digital Grant Scheme £190,842 Supporting Local Business – S15 Community Wealth Building £31,875 Supporting Local Business – S20 ‘Green’ specialist £110,000 Supporting Local Business - S22 Social Enterprise Development £100,000 Supporting Local Business - S26 Employment incentive grants via MERI scheme £96,974 Supporting Local Business – S26 Graduate Placement Scheme £75,000 People & Skills – S31 Employability £221,944 People & Skills – S31 Money Advice £444,199 People & Skills – S31 CLD £133,141 People & Skills - S31 Child Poverty £34,290 People & Skills - S35 Employability Commissioning inc. SWAP Programme £679,183 UKSPF projects by intervention group (2025-2026) Intervention group Project Allocation Communities and Place Community Wealth Building £81,864 Communities and Place Digital Inclusion and Infrastructure Project £54,000 Communities and Place Digitising Moray’s Heritage £36,922 Communities and Place Forres Town Centre Improvement Plan £160,000 Communities and Place Linzee Gordon Park Development £32,000 Communities and Place Sustainable Volunteering Project £53,000 Communities and Place Tourism Strategy £15,000 Communities and Place Town Centre Regeneration £241,239 People and Skills Moray Pathways Employment Support £126,678 People and Skills Moray Pathways Financial Literacy Project £133,058 People and Skills Moray Pathways Sector-Based Work Academy Programme £221,837 Supporting Local Business Apprenticeship Engagement and Development Lead £72,218 Supporting Local Business Business Growth Programme £22,000 Supporting Local Business Third Sector Entrepreneurship Support £65,000 Supporting Local Business Town Centre Manager £49,568 Page 74
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Appendix V Fund Project/Total Cost Council Role/Liability Funding Proposed/Requested Match Funding Secured/Applied For RCGF Dufftown Clock Tower £865,411 • Lead applicant on behalf of community organisation (CO) • Arrange Partnership Agreement (PA) between Council and CO if application successful • Liaise with CO and Scottish Gov (SG) • Submit claims and reporting, ensuring project delivery meets grant conditions • PA limits the Council’s liability by transferring risk to the Community Organisation through indemnity. £614,247 proposed HES (tbc Jun/July 26) - £272,014 Leanchoil Hospital £7,382,192 • Lead applicant on behalf of community organisation (CO) • Arrange Partnership Agreement (PA) between Council and CO if application successful • Liaise with CO and Scottish Gov (SG) • Submit claims and reporting, ensuring project delivery meets grant conditions • PA limits the Council’s liability by transferring risk to the Community Organisation through indemnity. £2,500,000 proposed Hanover Scotland - £593,000 (agreed Deed of Condition) HIE - £500,000 (confirmed) Moray Growth Deal STEM - £450,000 (Award in Principle) HES - £500,000 (Stage 2 application in Jun 2026) NLHF - £1,365,585 (Stage 2 application Nov 2026) Business Energy Scotland - £130,000 (pre- application submitted) Wolfson Foundation - £75,000 (award decision Jun 2026) SSEN £216,800 (application for Aug 2026) Garfield Weston - £100,000 (50% secured) Just Transition - £500,000 (tbc 27/28) In kind contributions - £40,000 Local funds and donors - £361,807 Scottish Ambulance - £50,000 (under discussion) Page 76
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CCF Proposed Round 2 CCF Grant Scheme • Promote and manage application process • Assess applications for eligibility • Administer participatory budgeting (PB) process and publish grant results • Administer claims • Grant conditions limit the Council’s liability, with responsibility for delivery, compliance, and financial risk largely borne by the grant recipient. £100,000 proposed Encouraged but not necessary RTIF Design Grant for Tier 1 projects of Moray’s Routes STID £29,950 • Sole Applicant • Full responsibility for procurement and commissioning • Manage consultants and contracts • Approve outputs and ensure quality • Submit claims and reports • The Council has limited liability (capped at the grant) but retains responsibility for delivery and compliance. Procurement contract will be arranged if successful. £19,950 applied for £10,000 SPD budget FCHS Public Realm, Interpretation Grant Schemes, Training, Greening, Community Heritage Activities £3.3M • Dedicated Project Officer (externally funded) deals with all aspects of project promotion, planning, delivery and reporting to funders • E&E team support • Internal coordination across services • The Council retains full responsibility for delivery and compliance. Procurement contracts are arranged for all external suppliers, with appropriate conditions attached to all grants provided which limits liability. £3.3M secured HES - £980k NLHF - £790k PBIF - £200k UKSPF - £98k CCF - £124k TCF - £304k Private - £861 PBIF Town Centre Capital Grant Scheme • SPD administer the grant scheme • Grant conditions limit the Council’s liability, with responsibility for delivery, compliance, and financial risk largely borne by the grant £201,822 allocated Owner 50% Page 77
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recipient. Scheme now complete. Purchase of former Gordon Arms Hotel • SPD facilitated the purchase • The Council retains responsibility for delivery and compliance. Purchase now complete. £163,000 allocated Levelling Up Fund UKSPF 22-25 Various (see Appendix • Administer, monitor and report • Liaise with project deliverers, internal council departments and the MEP • Comply with Memorandum of Understanding and Grant Determination Letter. Procurement contracts in place for all external suppliers, PA’s arranged for external deliverers and appropriate conditions attached to all grants provided which limits liability. Programme now complete. £4.3M allocated Various £532k UKSPF 2025- 26 Various • Administer, monitor and report • Liaise with project deliverers, internal council departments and the MEP • Comply with Memorandum of Understanding and Grant Determination Letter. Procurement contracts in place for all external suppliers, PA’s arranged for external deliverers and appropriate conditions attached to all grants provided which limits liability. Programme to end 30 September 2026. £1.4M allocated Various (tbc) Page 78
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FUNDING KEY RCGF Regeneration Capital Grant Fund CCF Coastal Community Fund RTIF Rural Tourism Infrastructure Fund FCHS Forres Conservation & Heritage Scheme PBIF Place Based Investment Fund UKSPF UK Shared Prosperity Fund HES Historic Environment Scotland HIE Highlands & Islands Enterprise NLHF National Lottery Heritage Fund SSEN Scottish & Southern Electricity Network SPD Strategic Planning & Development TCF Town Centre Capital Fund Page 79
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Report to: Economic Development and Infrastructure Services Committee Meeting Date: 16 June 2026 Report by: Executive Director Economy, Enterprise and Operations Author: June Burnett Contact Email: June.burnett@moray.gov.uk Subject: Tourism Strategy for Moray 1. PURPOSE ☒ For Decision ☐ For Information 1.1 The purpose of this report is to present the final “Moray Tourism 2036 – Our Ten-Year Strategy” and to seek approval to align with the Strategy as the strategic framework for tourism development, management and promotion in Moray, and to endorse the proposed collaborative approach to delivery. 1.2 This report is submitted to Committee in terms of Section III (F) (28) of the Council’s Scheme of Administration relating to promoting Tourism development in Moray. 2. SUMMARY 2.1 At a meeting on 10 March 2026, this Committee agreed the draft Moray Tourism 2036 – Our 10-Year Strategy; for the draft Strategy to proceed to a 6-week public consultation period via Moray Engage; for the draft Strategy to be submitted to the Moray Economic Partnership (MEP) during the consultation period for their feedback and for a final Strategy, reflecting all consultation and partner feedback, to be reported back to this Committee for approval (para 16 of the minute refers) 2.2 The feedback from the public consultation is included as Appendix 1. 2.3 Consultation and partner feedback has been incorporated into the proposed final version of Moray Tourism 2036 – Our Ten-Year Strategy, which is included in Appendix 2. 2.4 Moray Tourism 2036 – Our Ten-Year Strategy sets a new place-based and community- powered approach to tourism development over the next decade. 2.5 The Strategy moves beyond destination marketing to focus on stewardship, co-ordination and wellbeing, recognising tourism as a contributor to community prosperity, placemaking, skills, cultural vitality and environmental responsibility rather than a standalone sector. Item 9. Page 81
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2.6 Alongside the Strategy, three supporting but interlinked documents have been produced to provide supporting context and guidance. These documents – How We Got Here, The 10-Year Strategy Explained and Guidelines for Delivery – are included as background papers. 3. RECOMMENDATIONS 3.1 It is recommended that Committee: i) note the responses received from the public consultation on the draft Strategy, as outlined in Appendix 1; ii) approves the Moray Tourism 2036 – Our Ten-Year Strategy as set out in Appendix 2; iii) note that a phased and collaborative delivery model will be developed, including transitional leadership and coordination arrangements; and iv) agree that officers progress the initial enabling actions identified within the Strategy, including supporting the establishment of an interim tourism leadership group and coordination arrangement. June Burnett Business Gateway Manager 4. BACKGROUND AND CONTEXT 4.1 Tourism is a significant contributor to Moray’s economy, supporting approximately 2,900 jobs and generating an estimated £189 million annually. Moray benefits from strong global brands, including Speyside whisky, golf and heritage assets, as well as a loyal domestic market that contributes to one of the highest repeat-visit rates in Scotland. 4.2 The previous Tourism in Moray Strategy which covered the period to 2025, has now concluded. At the same time, the Tourism Business Improvement District (TBID), Visit Moray Speyside, was unsuccessful in its renewal ballot in March 2025, resulting in the closure of the TBID. This has left a recognised gap in the coordination and promotion of the area, with no destination management organisation (DMO) currently in place. At the time of the ballot, Visit Moray Speyside had been preparing to commission a new tourism strategy; however, this work did not progress. 4.3 In response to the conclusion of the previous strategy and the closure of the TBID, Moray Council assumed responsibility for procuring a new long-term tourism strategy. Funding for its development was secured from the UK Shared Prosperity Fund, Highlands & Islands Enterprise (HIE) and Visit Moray & Speyside Ltd. 4.4 The tender process was completed in August 2025. An Information Report to Council on 3 December 2025 identified the tourism strategy as a key element of the Stage 1 process for considering the potential introduction of a Visitor Levy in Moray. 4.5 The Strategy has been developed by SCOTO CIC using their industry knowledge, Press Pause® methodology and informed by a three-month engagement programme comprising: • an online survey Page 82
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• seven area-based workshops • six themed online forums; and • a strategic business session along with Moray Chamber of Commerce and business members 4.6 More than 300 individuals and organisations contributed over 480 hours of engagement, ensuring the Strategy reflects local capacity, challenges and ambition. 4.7 A six-week public consultation on the draft Strategy was undertaken via the Council’s Moray Engage platform between 17 March and 28 April 2026. 4.8 Key statistics from the consultation are set out below: • 359 project page visits • 254 visited at least one page • 138 visited multiple pages • 104 downloads of the Strategy document • Maximum visits 42 in one day • 8.36% response rate as a percentage of page visits 4.9 A total of 30 responses were received during the six-week public consultation, alongside partner feedback. Overall, the draft Strategy was broadly welcomed, with respondents recognising its strong alignment with Moray’s identity, assets and long-term opportunities 4.10 Key points raised include: • request for greater clarity on delivery, governance and early actions; • concerns regarding infrastructure (e.g. roads, signage, transport and town centres); • suggestions to strengthen emphasis on particular sectors or assets (e.g. culture, coastal communities, aviation heritage); and differing views on market focus, funding (including the potential visitor levy) and the balance between ambition and practicality 4.11 Having reviewed all feedback, it is considered that no material changes to the Strategy are required, with the exception of a minor amendment to wording on page 16, which was viewed as negative. This has been revised accordingly. This is because: • many comments relate to delivery or day-to-day issues, which are outside the scope of a high-level strategy and will be dealt with through implementation; • the Strategy is intended to be flexible and able to change over time as priorities, funding and partnerships develop; • the main issues raised (such as infrastructure, coordination, leadership and promotion) are already recognised in the Strategy; and • giving greater priority to specific sectors or interests would undermine the Strategy’s place-based, balanced and inclusive approach, which intentionally avoids over-weighting any single sector or place Full detail of the consultation feedback is provided in Appendix 1. 4.12 The Strategy aligns strongly with national and local policy, including Scotland Outlook 2030, the Place Principle, community empowerment legislation, responsible tourism priorities, the Moray Economic Strategy, Moray Growth Deal, Moray Climate Strategy, Moray’s Routes, the Local Development Plan and Local Place Plans. 5. PROPOSALS Page 83
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5.1 Moray Tourism 2036 – Our Ten-Year Strategy provides a clear long-term framework for a place-based, community-powered approach to tourism development across Moray. 5.2 Key elements of the Strategy include: • A Clear Vision • Guiding Principles • Strategic Pillars • Experience Clusters • Priority market segments • Guidance for delivery, including a phased delivery plan 5.3 The Guidance for Delivery is not a fixed or defined pathway. It provides a practical starting point and a solid foundation that can adapt and evolve over time to reflect emerging priorities, available resources, funding and collaborative approaches. 5.4 The Strategy has been subject to a 6-week public consultation via Moray Engage, alongside engagement with the Moray Economic Partnership (MEP). All feedback has been reviewed and, where appropriate, incorporated into the final Strategy presented in Appendix 2. 5.5 The final Strategy provides a flexible and evolving framework, rather than a fixed delivery plan, enabling it to respond to emerging priorities, available resources and partnership opportunities. 5.6 The Strategy will also be used to support the Stage 1 pre-consultation on the potential introduction of a Visitor Levy in Moray. It will outline the types of activity and investment that could be supported should a levy be taken forward. 5.7 Subject to approval, the Strategy will be formally published and shared. It will be used to inform the pre-consultation discussions on the potential introduction of a Visitor Levy in Moray, for which an agreed tourism strategy is a key requirement. 5.8 Alongside this, an open call will be issued for individuals across the tourism and business community to come forward to form an interim Tourism Leadership Group. This group will provide early coordination, help build momentum, and act as a first step in progressing collaborative delivery of the Strategy’s priorities. 5.9 In parallel, Business Gateway will review opportunities to deliver targeted workshops, events and support for the tourism sector, aligned to the Strategy’s priorities, to help build capacity, encourage engagement and support early implementation activity. 6. SUMMARY OF IMPLICATIONS 6.1 The table below shows whether risks and implications apply if the recommendations are agreed: SUBJECT YES NO Corporate Plan and 10 Year Plan (Local Outcome Improvement Plan) ☒ ☐ Page 84
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Policy and Legal ☒ ☐ Financial ☒ ☐ Risk ☒ ☐ Staffing ☒ ☐ Best Value and Transformation ☒ ☐ Property ☐ ☒ Information Communications Technology/Digital ☐ ☒ Equalities. Social Inclusion and Economic Impact ☒ ☐ Climate Change and Biodiversity Impact ☒ ☐ 6.2 Corporate Plan and 10 Year Plan (Local Outcomes Improvement Plan (LOIP)) Improved Collaborative Leadership, as part of continuous improvement through Best Value, will better enable the Council to fulfil the ambitions set out in its strategic plans. a) Links to Council Corporate Plan – The proposals in this report support and contribute to improved outcomes for communities as outlined in the following Council Plan strategic priorities: ☐ Tackle Poverty and Inequality. ☒ Build Stronger Greener Vibrant Economy. ☒ Build Thriving, resilient, empowered Communities. b) Links to Local Outcomes Improvement Plan – The proposals in this report support and contribute to improved outcomes for communities as outlined in the following Local Outcomes Improvement Plan priorities: ☒ Developing a diverse, inclusive, and sustainable economy ☐ Building a better future for our children and young people in Moray. ☒ Empowering and connecting communities. ☒ Improving wellbeing of our population 6.3 Policy and Legal The Council assesses support for economic development initiatives on their individual merits, guided by the objectives of facilitating sustainable economic growth and achieving the outcomes set out in the Ten-Year Plan and Corporate Plan. 6.4 Financial Funding will be required to deliver the Strategy. There is no direct requirement for funding from Moray Council at this stage, and no budget has currently been allocated for delivery. A phased delivery model and emphasis on collaboration and partnership working means that funding may potentially be secured through a combination of approaches: • External Funding - applications to appropriate national and regional programmes will be pursued to support implementation. External sources currently administered by the Council which could contribute to aspects of delivery include the Crown Estate Coastal Communities Fund. Some potential sources of applied for funding include the Regeneration Tourism Infrastructure Fund (RTIF) for suitable projects identified in the Moray’s Routes strategic investment plan, and the National Lottery Heritage Fund. • Blended Model - delivery will rely on a mix of public sector contributions through external grants, partnership funding and contributions, and if approved by Members, a potential visitor levy scheme. • Council Role - the Council may act as lead applicant for certain funding streams where appropriate. Page 85
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• Officer Support - Council officers could potentially play a key role in supporting partners to develop and submit funding applications. Visit Moray & Speyside Ltd held an Extraordinary General Meeting on 8 May 2026. However, as the meeting was not quorate, no decision could be taken. If the funds of £100K are agreed to be returned to Moray Council, this will be the subject of a separate report. It is important to note that the funding landscape evolves quickly. As projects are prioritised, suitable funding opportunities can be sought to support delivery. One off Costs: Service Area Budget Budget Years Proposed Spend this Year Virement From Other Comments Annually Recurring Costs: Service Area Budget With Effect From Annual Net Impact Virement From (if applicable) Other Comments 6.5 Risk Identified risks include: • Lack or Loss of Momentum – with limited coordination in place, there is a risk that momentum cannot be built or may be further eroded without early action, leading to a potential decline in stakeholder confidence. • Insufficient Coordination - fragmented efforts could limit impact. • Funding Uncertainty - delivery depends on a blended funding model. Delays or shortfalls in securing funding could stall progress. • Volunteer Fatigue- heavy reliance on community effort without support may reduce capacity. • Digital Visibility Gaps - delay in relaunching Moray’s digital presence risks competitiveness and market visibility. • Staff capacity to support – unknown level of support required beyond initial set-up period. Careful assessment of funding applications needed on a project-by-project basis and consideration of appropriate communications support. While these risks cannot be removed entirely, they can be mitigated through the delivery framework set out in the Strategy which includes interim governance arrangements, phased delivery, early digital relaunch, and a clear funding roadmap. 6.6 Staffing Initial delivery will rely on officer support and can be accommodated within the existing resources of the Economy and Enterprise Team if current staffing levels are maintained, and existing workload is rebalanced across the team. This initial support will be primarily focused on establishing the interim Tourism Leadership Group (TLG) and putting in place early coordination arrangements to address the current gap in destination leadership. In addition, staffing requirements will include: Page 86
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• Communications support – officers will be required to share the Strategy widely, including press releases, social media posts and updates to the Council website/Moray Engage. • Programme and project delivery - there may be a staffing requirement for infrastructure projects, however, it is too early to determine the specific nature or scale of these requirements. Projects will be prioritised and programmed in advance, allowing sufficient lead time for allocation of officer time or external support where needed. Future staffing implications will be reviewed and reported as required. 6.7 Best Value and Transformation The Strategy promotes collaboration, and supports efficient, place-based delivery. It aligns with Best Value principles by embedding continuous improvement, partnership working, and community empowerment. 6.8 Property Nothing arising from this report. 6.9 Information Communications/Technology/Digital Nothing arising from this report. 6.10 Equalities, Social Inclusion and Economic Impact The Strategy embeds inclusive growth, accessibility, fair work, and community benefit among its core principles. It aims to improve access for all abilities, strengthen local supply chains, and create fair employment opportunities across Moray. 6.11 Climate Change and Biodiversity Impacts Tourism can cause carbon emissions through transport, accommodation etc. The impacts of climate change as well as the impacts of higher tourist numbers can place stress on vulnerable areas of nature and the environment. The environment of Moray is a main factor behind the decision of many to visit the area and to experience the beauty of our coasts, forests and mountains. Stewardship, climate action and nature recovery are integral to the Strategy, supporting Moray’s climate and biodiversity commitments. 7. CONSULTATION 7.1 This report has been prepared in consultation with Executive Director Economy, Enterprise and Operations; Chief Financial Officer; Head of Growth, Planning and Climate (Chief Planning Officer); Head of Operations and Environment; Service Manager Legal Services; Service Manager Economy and Enterprise; Service Manager Strategic Planning; Senior Communications and Media Officer, and Lissa Rowan, Committee Services Officer and any comments made have been incorporated into the report. 8. BACKGROUND PAPERS 8.1 Moray Tourism 2036 - How we Got Here Moray Tourism 2036 - The 10-Year Strategy Explained Moray Tourism 2036 - Guidelines for Delivery Page 87
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MORAY TOURISM 2036 Our Ten Year Strategy Connected. Supported. Promoted January 2026 Appendix 1 Page 89
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This document forms the primary and first in the portfolio of four strategic documents: 1. Moray Tourism 2036 - The 10 Year Strategy 2. Moray Tourism 2036 - How We Got Here 3. Moray Tourism 2036 - The 10 Year Strategy Explained 4. Moray Tourism 2036 - Guidance for Delivery A glossary is provided in document 3. 2 | Moray Tourism 2036 | The 10 Year Strategy Moray Tourism 2036 | The 10 Year Strategy | 3 WELCOME TO OUR STRATEGY Contents Moray Tourism 2036 This strategy marks a fundamental rewrite of how tourism is planned, led and experienced across Moray. It is built from community insight, local knowledge and lived experience, ensuring a high- quality visitor experience and that every action begins with and benefits the businesses and people who call Moray home. By appraising local capacity and capability, then centring on inclusion, collaboration and place- based decision making, the strategy champions a model where tourism strengthens local services, supports local enterprise and enhances everyday life and prospects. Success is defined by delivering clear, realistic and lasting benefits for all. Moray Tourism 2036 has been developed through an extensive engagement programme including an online survey, seven area-based Press Pause® workshops, six on-line themed forums, interviews with partner organisations and a strategic meeting with Moray Chamber of Commerce and business members. More than 300 people contributed their time, experience and insight, committing over 480 hours to informing the strategy and articulating a shared ambition for tourism in Moray. Drawing on this lived experience, SCOTO CIC has synthesised these insights into a coherent, place-led tourism strategy that builds on Moray’s distinctive strengths while addressing key gaps and pressures. At its heart is a quiet yet confident narrative that reflects Moray’s people and places, and positions tourism as purposeful, connected and grounded in local reality. Developed in the absence of a formal destination organisation, Moray Tourism 2036 addresses both the what and the how. Early emphasis is placed on re-establishing effective leadership and coordination, strengthening collaboration and enabling a shared narrative for Moray that can be confidently and collectively owned and amplified. This Strategy is aligned with national, regional and local priorities for sustainable economic growth, climate responsibility and community wellbeing. It supports wider ambitions to strengthen Moray’s economy, protect and enhance its natural and cultural assets, and ensure that growth delivers lasting benefit for people and place. Tourism is positioned not as a standalone sector, but as a contributor to wider outcomes across enterprise, skills, culture, land, nature and communities. Fundamentally, the strategy calls for a shift in mindset away from tourism as something that simply happens in Moray, towards an approach that is shaped with Moray. Collaboration is central, bringing communities, businesses and partners together around shared priorities and a clear understanding of what success looks like. 3 WELCOME TO OUR STRATEGY 4 OUR TOURISM STRATEGY ROOTED IN MORAY’S IDENTITY 6 A STRATEGY FOCUSED ON PEOPLE, PLACES & PURPOSE 9 THE OPPORTUNITY 10 WHAT IS HOLDING MORAY BACK? 14 THE CASE FOR CHANGE 16 OUR SIX STRATEGIC PILLARS 18 OUR PRIORITY MARKETS 20 MORAY’S EXPERIENCE CLUSTERS 22 COLLABORATIVE MARKETING & PRODUCT DEVELOPMENT 23 GUIDANCE FOR DELIVERY 24 OUR STRATEGIC FRAMEWORK 26 OUR EIGHT DELIVERY FRAMEWORKS 27 OUR PHASED DELIVERY PLAN 28 MEASURING OUR SUCCESS 30 MORAY SPEAKING FOR ITSELF Page 90
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MORAY SPEAKING FOR ITSELF “MORAY ISN’T LOUD – IT WHISPERS. BUT IF YOU LISTEN CLOSELY, IT TELLS THE KIND OF STORY THAT STAYS WITH YOU...” Moray stands at an important moment. Following the closure of Visit Moray Speyside in 2025, stakeholders across the region; communities, volunteers, businesses, land managers, cultural organisations and national partners, voiced a unified message: Moray has enormous potential, but its strengths are not yet connected, coordinated or confidently communicated. “Moray isn’t loud – it whispers. But if you listen closely, it tells the kind of story that stays with you...” Moray is not Scotland’s loudest destination and that is part of its charm, and its strength. It is a place to slow down, delve deeper and return often. A place where people, nature and culture flourish together and where visiting feels like a privilege. Moray does not demand attention. It earns it. Slowly, warmly, deeply. This shared narrative becomes the anchor for how Moray speaks to Scotland, the UK and the world - just as importantly, how the people of Moray speak about themselves with confidence and pride. This tourism strategy is grounded in a narrative that reflects Moray as it truly is: Welcoming towns and villages Creative communities and deep heritage Calm, restorative landscapes Exceptional craftsmanship in whisky and food Quiet excellence and authenticity 4 | Moray Tourism 2036 | The 10 Year Strategy Moray Tourism 2036 Moray Tourism 2036 | The 10 Year Strategy | 5 Page 91
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A STRATEGY FOCUSED ON PEOPLE, PLACES & PURPOSE Moray Tourism 2036 focuses on strengthening connection between visitors, communities, businesses and places; providing practical support for those shaping the visitor experience; and promoting Moray through a clear, shared narrative that can be confidently communicated by all. This vision is rooted in: • Community empowerment • The wellbeing economy • Stewardship, responsibility and sustainability • Collaboration and partnership • Pride of place OUR MISSION The mission for the next decade is: To build a joined-up, inclusive and resilient visitor economy rooted in local identity, community involvement, meaningful local benefit and environmental stewardship, enabling every enterprise and place in Moray to contribute confidently to a shared story and shared prosperity. OUR VALUES This vision and mission reflect Moray’s desire to be: • Balanced — growing shoulder seasons, not summer pressure, encouraging dispersal across the destination, respecting local capacity and capability • Connected — linking coast and mountains, whisky and culture, nature and towns into one living story • Fair — offering fair work and ensuring communities, volunteers and small enterprises feel real benefit • Creative — celebrating Moray’s makers, languages, heritage and festivals • Caring — protecting the landscapes, wildlife, coastlines and communities that define the region • Confident — presenting a clearer, bolder narrative of who Moray is and connecting with our neighbouring destinations where visitors originate from OUR VISION By 2036, Moray will be recognised as a leading example of place-based, community-powered, responsible tourism. A place where outstanding global brands and local enterprise thrive together and tourism enriches local life, strengthens communities, enhances and celebrates nature and culture, and offers visitors meaningful experiences across all seasons. 6 | Moray Tourism 2036 | The 10 Year Strategy Moray Tourism 2036 Moray Tourism 2036 | The 10 Year Strategy | 7 Page 92
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OUR GUIDING PRINCIPLES MORAY’S GUIDING PRINCIPLES: SHAPING DECISIONS AND ACTION A Joined-Up Place Led Proposition - Connecting Moray’s hidden assets with its global brands; linking place and people as one coherent destination. - A collegiate, agile and transparent destination management model that represents businesses, communities, global brands and volunteer groups. A Renewed Place Narrative - Rooted in Moray’s landscapes, people, culture, creativity, and contrasts. - A strong, place-rooted, cohesive story guides how Moray presents itself and how businesses and communities collaborate translating into authentic memorable. experiences. A Confident Foundation For Enterprise And Prosperity - Creating an environment for enterprise to invest and grow with clarity and confidence. - Tourism empowers businesses and communities to invest with confidence, supporting fair work, skills and a resilient workforce. A W ellbeing Economy Lens - Tourism as a driver of local pride, resilience, and fair work balancing people, places and profit. - Tourism growth should be supported by the essential infrastructure that serves both residents and visitors. Communities As Partners Not Spectators - Recognising local organisations, charities, social enterprises and volunteers as essential contributors. - Visitors feel connected through authentic, placebased experiences developed collaboratively and delivered by proud local people. Stewardship First - Tourism that strengthens everyday life, protects Moray’s landscapes and delivers long- term value for communities, businesses and visitors. - Growth is paced to local capacity, with investment in infrastructure, environment and visitor management coming before promotion. THE OPPORTUNITY Available STEAM data which is modelled year on year highlights that Tourism in Moray already contributes: The latest VisitScotland visitor survey suggests Moray enjoys Scotland’s highest repeat-visit rate (91%). This loyalty is a remarkable asset. Tourism is clearly an established and important part of the local economy although what remains unknown is how much of that spend stays in the local economy, how many jobs are living wage and permanent jobs, and what motivates the repeat visits. Moray Tourism 2036 provides the platform for ensuring tourism doesn’t just happen in Moray, but brings tangible benefits to the people, businesses and communities of Moray and is a net contributor and not a net extractor. 2,900 jobs stable across several years £189m in annual economic value 8 | Moray Tourism 2036 | The 10 Year Strategy Based on the extensive engagement from businesses, communities and key stakeholders the strategy focuses on six guiding principles. These build on current capacity, capability and lived experience and set a renewed place-based framework for growth and prosperity. Moray Tourism 2036 | The 10 Year Strategy | 9 Page 93
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WHAT IS HOLDING MORAY BACK? MORAY’S EVOLVING PLACE W ITHIN SCOTLAND’S TOURISM LANDSCAPE Moray has for many years been largely subsumed by wider tourism geographies and consequently has been on the fringe – on the edge of the Highlands, of Aberdeen and Aberdeenshire and of the Cairngorms National Park. Some domestic visitors are deeply aware of Moray’s appeal and return regularly, often through family connections or long-standing relationships with the area. High-end international visitors, particularly those exploring Scotland’s whisky, golf and country sports offer, do arrive in Moray, but frequently as part of a wider itinerary, with relatively limited dwell time. For most others Moray is easily bypassed whether heading north to Inverness, the NC500 and the west highlands or stopping short at Cairngorms or Aberdeenshire and not venturing that bit further. For many. Moray remains less visible, less understood and less clearly defined as a destination in its own right. A STRUCTURAL GAP IN DESTINATION LEADERSHIP AND COORDINATION These challenges have been amplified by the closure of Visit Moray Speyside following the unsuccessful renewal ballot for the Tourism BID in March 2025. While cohesive destination management was emerging, the loss of the Destination Marketing Organisation has created a significant gap in leadership, coordination and collaboration. Destination marketing activity has largely ceased, established digital platforms are no longer proactively managed, and there is no focal point for collective action, engagement with the travel trade or joined-up promotion. Events and initiatives continue to take place, but without a shared framework to connect effort, resources or impact DESTINATION COMPETENCE A locally led, place based SCOTO Press Pause® appraisal of Moray’s destination competence highlighted these issues clearly. Exploring 20 criteria across 13 communities and their hinterland and drawing on lived experience and local perception, the appraisal explored how Moray’s many places currently “do tourism”, identifying strengths and catalysts for growth alongside gaps and weaknesses that limit destination readiness. Each criterion is scored through facilitated conversation as a red, amber or green. Red indicates a major weakness - the criteria doesn’t exist or is not functioning. Amber indicates where improvement is needed and green suggests all is well and this is a local strength. The findings consistently pointed to issues of capacity, capability, coordination and collaboration, rather than shortcomings in the quality of Moray’s offer. Refer to Moray Tourism 2036 - How We Got Here 10 | Moray Tourism 2036 | The 10 Year Strategy “THE FINDINGS CONSISTENTLY POINTED TO ISSUES OF CAPACITY, CAPABILITY, COORDINATION AND COLLABORATION, RATHER THAN SHORTCOMINGS IN THE QUALITY OF MORAY’S OFFER.” Moray Tourism 2036 | The 10 Year Strategy | 11 Page 94
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TOURISM TRADITION Deep-rooted hospitality and heritage tradition with a contrasting mix of coastal holiday parks fishing villages and traditional hunting, shooting, fishing, golf and whisky – however, not cohesive and underpromoted ARTS, CULTURE & HERITAGE High-quality and notable historic connections and experiences; active arts scene; current notable investment programme; under-promoted W ILDLIFE & NATURE High-quality coastal, river and woodland habitats with excellent trails and wildlife spotting opportunities; dark skies exceptional; under- promoted FEATURES & ATTRACTIONS A decent range of significant natural and built features of interest and attractions – under- promoted and not joined up VISITOR ACCOMMODATION Quality has been improving; notably holiday parks on coast; lost some self-catering units; limited luxury/group options for travel trade; major impact on availability from demand for workers FOOD & DRINK High-quality local produce; extensive distillery- related experiences; good day time café culture; limited fine dining and evening options EVENTS & FESTIVALS Vibrant local community-based events: some long- standing region-wide activity which helps stimulate collaboration; lack of a joined-up calendar of events and programming MAKERS & PRODUCERS Good base across the region with art and food producers; NEOS annual event and a range of galleries and craft shops in town and villages but overall lack of consistency TRAVEL & CONNECTIVITY Patchy public transport for visitors to move around especially in rural areas; M-Connect has improved; good rail access in Elgin and Keith linking to Inverness and Aberdeen; very limited taxi options RETAIL Strong luxury shopping offer in a few locations; strong independent retail offer in smaller towns; Elgin lagging with several empty units in the centre AMENITIES & INFRASTRUCTURE Good availability of basic services and amenities across the region. Visitor infrastructure is ageing and uneven across the towns; car park charging in some but not all locations; toilets are a key concern COMMUNITY ASSETS Impressive volunteer led portfolio in key locations – eg Forres, Cullen, Findhorn and the Cabrach; less evident in other locations; significant potential PEOPLE & PLAYERS Key locations enjoy dedicated, creative, resilient volunteer activity but fatigue issues evident in many communities; demise of VMS has left a vital leadership gap and opportunity SENSE OF PLACE Strong locally in general but fragmented regionally; several places and place names not well known or understood outwith the region; Moray is a relatively new entity and does not yet have a cohesive identity ACTIVITIES & EXPERIENCES Strong potential for varied water and land-based activities and emerging focus on agritourism experiences; weak coordination, packaging and visibility VISITOR INFO & SIGNAGE Universal frustration with inconsistency; several examples of community led visitor information provision filling gaps and offering potential; signage is generally poor and inconsistent DIGITAL PRESENCE & MARKETING Some strong local platforms and individual business activity; major concern that VMS digital presence is still live but no longer proactively managed and its future is unknown CLIMATE ACTION Mixed EV roll out, reliability and awareness – needs coordination; only some towns and communities have climate action plans; no entries on the Tourism Cares map, 20 Green Tourism accredited accommodation providers and attractions in Moray INCLUSION & ACCESSIBILITY Minimal all-access and inclusion provision/ welcome; scope for region wide approach and collaborations/itineraries DESTINATION COLLABORATION Major structural gap especially since VMS closure; concern VMS model wasn’t inclusive for community interests; collaboration within individual towns/ communities is inconsistent and is weak across Moray SCOTO PRESS PAUSE® DESTINATION COMPETENCE APPRAISAL Local strength Improvement needed Major weakness COMPETENCY RATING 12 | Moray Tourism 2036 | The 10 Year Strategy Moray Place by Place Press Pause® Destination Competency Appraisal 2025 Moray Tourism 2036 | The 10 Year Strategy | 13 Page 95
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THE CASE FOR CHANGE OUR CORE INSIGHT When time is taken to understand Moray, it becomes clear that the region already has the core ingredients of a compelling destination. Moray has a long-standing tradition of tourism and hospitality, a strong sense of place at a local level, and a rich mix of natural, cultural and heritage assets that are intrinsic to the area and deeply valued by those who live and work here. Across Moray’s towns, villages and landscapes there are notable strengths in tourism tradition, arts, culture and heritage, wildlife and nature. The area offers a diverse and contrasting mix of coastal holiday parks, beaches and fishing harbours, rural towns and villages, rivers and forests, hills and mountains, traditional country sports, golf and a globally recognised whisky sector. Moray benefits from exceptional building blocks that do not need to be created or imported. Its landscapes are calm and restorative, its food and drink offer is of high quality, its cultural and creative endeavour is active and evolving, and its communities demonstrate strong volunteer effort, pride of place and commitment to welcoming visitors. Moray is therefore a destination which has exceptional assets across its geography, but it is currently on the fringe, is under-connected, under- promoted and under-supported. A destination which lacks its own cohesive and coherent narrative and identity of its own. Inspiration and information are inconsistent across the visitor journey, and there is no clear, shared narrative to help visitors understand how Moray fits together as a place to explore, stay and return to. Moray’s key weaknesses therefore lie not in what if offers but in how it operates and how it presents itself to the outside world. While collaboration within some towns and communities is strong, collaboration between communities, and between local interests and external partners, is uneven and often limited. Addressing these gaps requires a new, place-led approach to leadership and collaboration, enabling Moray to connect its assets, build confidence and function as a coherent destination in its own right offering an authentic and high-quality visitor experience. MORAY’S REGIONAL IDENTITY Engagement revealed practical tension rather than deep division around how Moray is presented. Businesses often favour Moray Speyside for its whisky equity, international recognition and digital search value, while residents and community groups tend to prefer Moray for its inclusivity, simplicity and alignment with the council area. This strategy moves beyond the debate by positioning Moray as the unifying regional identity, recognising Speyside as one globally recognised strand within a broader, more diverse destination story. Positioning Speyside alongside Moray’s Coast, Heritage, Culture, Nature and Warm Community Spirit within a single, cohesive brand allows the strategy to honour world-renowned strengths without any single theme dominating, offering visitors multiple ways to discover and engage while reflecting the region’s genuine diversity. EVIDENCING THE VALUE OF TOURISM IN MORAY While available data provides a strong picture of Moray’s domestic and repeat visitor markets, there is currently limited and inconsistent data relating specifically to premium and international visitors. Much of what is understood about these markets is drawn from proxy indicators such as whisky tourism, golf, country sports and high-end retail, alongside anecdotal evidence from businesses and lived experience rather than robust, destination- level intelligence. This data gap limits Moray’s ability to clearly evidence the scale, behaviour and value of premium and international travel, reinforcing the need for improved data capture, shared insight and stronger connections with the travel trade as part of the Strategy’s early actions. Moreover, the data that does exist is modelled and is limited to the ‘size’ of tourism in terms of footfall, overnight stays and spend whereas data that demonstrates how tourism is benefitting Moray’s communities, businesses and environment will ensure it is perceived as a force for good. LOCAL AMBITION AND READINESS FOR CHANGE Realistic optimism was evidenced across all stakeholder engagement. There is confidence in Moray and stakeholders are seeking destination leadership, a joined-up game plan, an enabling framework for enterprise, investment and growth, a clear, consistent and compelling narrative, and investment in destination coordination and collaboration. W HY CHANGE IS NEEDED NOW Moray is entering a period of renewed opportunity. Strategic public and private investment are underway and increasingly focused on place, infrastructure, culture, food and drink and visitor experience. In addition, Moray is home to several globally recognised brands whose reach and reputation contribute to the area’s international profile and appeal. This Strategy seeks to better integrate these global assets with Moray’s wider visitor economy, strengthening connections with local businesses, food and drink producers, cultural organisations and communities. Better connecting these assets and enterprises offers the potential to translate global appeal into more locally rooted benefit. Together, these factors make clear that Moray does not need to reinvent itself as a destination. What is required is a new, place-led approach to leadership, collaboration and storytelling— one that connects Moray’s existing assets, people and ambition into a coherent and confident whole, and ensures tourism works for Moray rather than simply happening to it. The key to unlocking Moray’s future and realising its potential as a distinct destination in Scotland lies with the people and the businesses of Moray coming together with one voice and one game plan. 14 | Moray Tourism 2036 | The 10 Year Strategy Refer to Moray Tourism 2036 - How We Got Here Moray Tourism 2036 | The 10 Year Strategy | 15 Page 96
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OUR SIX STRATEGIC PILLARS THE HEART OF THE STRATEGY – W HAT W E FOCUS ON Six principles translate Moray’s shared values into practical behaviours that will guide decision- making, investment, product development and leadership over the next decade. They reflect local lived experience while aligning with the national shift toward value-led, place- based and wellbeing-focused tourism set out in Scotland Outlook 2030 and related strategies. MORAY’S PILLARS FOR ACTION Leadership & Coordination - A light-touch, inclusive, enabling model that reconnects and drives Moray. - Purpose Rebuild inclusive, trusted destination leadership. - Early Priorities Establish Tourism Leadership Group; interim coordination team; strategic partnerships. - Outcome by 2036 A sustainable, community- rooted destination body with clear accountability. Identity, Brand & Promotion - A compelling narrative that ties Moray’s places and assets together to inspire responsible visits that resonate and connect. - Purpose Create a clear, shared narrative for Moray. - Early Priorities Agree core story; stabilise digital presence; unified events calendar. - Outcome by 2036 A confident, coherent identity consistently communicated by all. Enterprise & Investment - An inspirational framework to support Moray’s enterprises, people and places to grow with confidence and purpose. - Purpose Enable local enterprise to grow with confidence and purpose. - Early Priorities Support bookable experiences; strengthen local supply chains; skills and fair work focus. - Outcome by 2036 A resilient, diverse visitor economy rooted in local benefit. Community Benefit & Resilience - Meaningful connection between visitors, communities and enterprise empowering Moray’s people and places to flourish. - Purpose Ensure tourism strengthens everyday life in Moray. - Early Priorities Community- led priorities; smallscale enabling investments; volunteer support. - Outcome by 2036 Visible social, cultural and economic benefit for communities. Visitor Experience & Dispersal - Shaping Moray’s visitor offer to support responsible growth, dispersal and year-round value. - Purpose Shape responsible, year round visitor experiences. - Early Priorities Develop themed clusters; improve information and wayfinding; encourage longer stays. - Outcome by 2036 Longer stays, wider dispersal and deeper visitor engagement. Environment & Infrastructure - Strategic investment that enables connectivity and protects place and the planet. - Purpose Protect place while enabling responsible access. - Early Priorities Improve core infrastructure; visitor management; climate-aware investment. - Outcome by 2036 Healthy environments, reduced pressure points and long-term resilience. The Moray Pillars for Action reflect local lived experience while aligning with the national shift toward value-led, place-based and wellbeing- focused tourism set out in Scotland Outlook 2030 and related strategies. 16 | Moray Tourism 2036 | The 10 Year Strategy Moray Tourism 2036 Refer to Moray Tourism 2036 - The Ten Year Strategy Explained Moray Tourism 2036 | The 10 Year Strategy | 17 Page 97
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OUR PRIORITY MARKETS OUR PRIORITY MARKETS PRIORITY SEGMENTS Four priority segments reflect the duality of Moray’s current visitor profile, local aspirations and national opportunity. PRIORITY SEGMENTS SEGMENTS W HO THEY ARE Slow Adventurers & Nature Seekers Domestic and short-haul visitors who choose low-impact, slower-paced travel drawn by wildlife, coast, rivers, dark skies and outdoors Encourages shoulder-season travel, dispersed exploration and stewardship-led experiences Families & Multi-Generational Families, often visiting friends and relatives (VFR) and repeat trips seeking safe, accessible places and shared experiences in towns, villages and along the coast Supports year-round value in local services and facilities, especially in towns and smaller communities Premium International & Specialist Interests High-value, low volume travellers (notably North America/Europe) seeking bespoke whisky, golf, fishing and country sport experiences Focuses on premium curated itineraries featuring local produce and experiences with local small-scale operators Culture & Heritage Explorers Visitors motivated by history, archaeology, arts & festivals Drives longer dwell time and deeper engagement with Moray’s heritage, culture and creative economy W HY IT MATTERS FOR MORAY/ OPPORTUNITIES FOR MORAY 18 | Moray Tourism 2036 | The 10 Year Strategy Refer to Moray Tourism 2036 - The Ten Year Strategy Explained Moray Tourism 2036 | The 10 Year Strategy | 19 Available data suggests Moray’s visitor economy is shaped by: • Strong domestic demand • High repeat visitation • Deep emotional attachment to place However, lived experience confirms that Moray also enjoys a significant premium international market linked to whisky, golf, country sports and specialist retail. These combine as a dual market profile creating valuable opportunities to focus less on volume and more on value, quality and year-round local benefit. MORAY’S DUAL MARKET Domestic, repeat, experience-seeking visitors Families, couples and individuals plus people visiting friends and relatives who value the great outdoors, heritage, authenticity and calm. Opportunity: longer stays and deeper engagement. High-spend, low-volume visitors linked to whisky, golf, heritage and curated experiences. Opportunity: premium itineraries and stronger local supply chains. Premium, international and specialist interests Core Market Core Market OTHER IMPORTANT SEGMENTS Touring Visitors Often pass through on wider Scottish itineraries. Opportunity: convert pass-through to overnight stays. Business & Extended Stays Temporary workers and events & training visitors extending their stays. Opportunity: enhanced mid-week stays, leisure and town-based spend. Page 98
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MORAY’S EXPERIENCE CLUSTERS HOW OUR VISITORS EXPERIENCE MORAY Moray’s diverse offer can be organised into five interconnected “experience clusters”. These are not campaigns but structural foundations that reflect the region’s identity pillars and relevance to the priority segments. These provide the basis for product development and infrastructure investment. Each cluster is designed to: Drive shoulder season growth Connect communities, businesses and assets Strengthen and join up what Moray already does well Fill gaps evident from engagement Spark entrepreneurial ideas Support micro-businesses and community groups Align with the new narrative for Moray 20 | Moray Tourism 2036 | The 10 Year Strategy EXPERIENCE CLUSTER W HY IT MATTERS PRIORITIES COASTS, HARBOURS AND MARINE LIFE The coast is Moray’s most distinctive asset but remains underpromoted and underinterpreted 1. Moray Coastal Trail Enhancement 2. Coastal Wellbeing and Watersports 3. Harbours as Story Hubs 4. Marine Wildlife Experiences 5. Coastal Accessibility Whisky is the global anchor but its connection to place, people, food and heritage in Moray is underdeveloped 1. Whisky Villages Experience 2. Taste of Moray Trail 3. Maker & Craft Routes 4 Premium Story-Rich Offer 5. Community Connections Moray’s historical and cultural depth is exceptional but poorly connected across the destination and modestly promoted 1. Moray Stories Network 2. Heritage Trail Network 3. Creative Moray Programme 4. Cultural Events Calendar 5. Interpretation Upgrades NATURE, OUTDOORS & W ELLBEING Moray’s resources for outdoor activities on land and water are significant but underdeveloped, underpromoted and underconnected. Golf and Country Sports are at a premium level but offered in isolation to the wider Moray offer 1. Dark Skies & Northern Lights 2. Trail Experiences 3. Wellbeing Moray 4. Moray ‘More Than’ Golf & Country Sport Days 5. Wildlife & Conservation 6. Accessible Infrastructure TOW NS, VILLAGES & COMMUNITIES Strong identities and considerable volunteer effort, but towns and villages feel ‘invisible’. Communities want visibility, pride and revitalisation 1. Town Story Maps 2. Community Experience Programme 3. Town Centre Regeneration Alignment 4. Local Walks and Trails 5. Visitor Services Support OUR EXPERIENCE CLUSTERS EXPLAINED W HISKY, FOOD, DRINK AND CRAFTMANSHIP HERITAGE CULTURE & CREATIVITY Moray Tourism 2036 | The 10 Year Strategy | 21 Page 99
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COLLABORATIVE MARKETING AND PRODUCT DEVELOPMENT GUIDANCE FOR DELIVERY How We Promote and Package Moray PRIORITY THEMES Moray already demonstrates strong collaboration through its signature events, festivals and place- based initiatives. These activities provide a solid foundation for developing more joined-up products, shared storytelling and coordinated promotion that can strengthen Moray’s offer, extend the season and support wider dispersal. The following collaborative themes are not new attractions, but ways of connecting existing strengths, enabling communities, businesses and partners to work together around shared narratives and experiences, and collaborative product development. HOW W E MAKE THIS HAPPEN In the absence of a destination organisation, Guidance for Delivery is provided to support the initial steps and set out a road map that can evolve as momentum builds. Delivery of Moray Tourism 2036 will be phased, partnership-led and responsive to Moray’s capacity and context. Actions will build on existing strengths, collaborations and initiatives, supported by Guidance for Delivery that sets out priorities, roles and sequencing in more detail. This approach ensures the Strategy is current, practical and adaptable whilst focusing on long-term impact. A LEADERSHIP STRUCTURE Given the current void in leadership, a phased approach to establishing a new and agile destination leadership and collaboration structure is set out. The first priority is inviting interest in creating a lean and agile tourism leadership group(TLG) comprising a small cohort of local industry leaders who represent the breadth of the offer and geography. This TLG will provide the voice of the industry and lead the scoping and transition to a robust and sustainable destination leadership structure for Moray which will provide an authoritative and cohesive industry overview as this strategy is implemented in full. In parallel a Moray Strategic Tourism Partnership (STP) is proposed bringing the TLG together with key agency and support players, notably but not restricted to the council, VisitScotland, Highlands and Islands Enterprise, CNPA, FSB, Business Gateway, DYW and the Moray Chamber of Commerce. This partnership will champion Moray Tourism 2036 and growth of the visitor economy. In the early stages the STP is where strategic priorities will be agreed, support mechanisms developed, and new opportunities harnessed. Its inter-relationship with and involvement in the new destination leadership structure will be reviewed over time. A forum structure is then recommended to ensure geographic and themed interests have robust mechanisms to engage in tourism policy, activity and decision making. A BLENDED FUNDING MODEL Scotland’s destination organisations are funded through many different mechanisms. In Moray a blended model is recommended drawing funds from a range of sources and evolving over time, ensuring businesses, agencies and communities can readily engage and have a voice. This blended model acknowledges the limitations the previous BID and any membership model provides where it focuses on the interests of members rather than the destination as an entity. Moray Council has begun the pre-consultation stage on a potential Visitor Levy. This is an initial stage only, and no decisions have been taken; the levy may or may not progress. This Strategy neither assumes nor proposes a Visitor Levy. If a levy were ever to be introduced, it could form one of several potential funding sources to help support the long- term delivery of elements of this Strategy. MORAY TOURISM LEADERSHIP GROUP Tourism Industry Leadership Group Transitions To Become New DMMO MORAY STRATEGIC TOURISM PARTNERSHIP TLG/DMMO Agency Partners (MC, VS, HIE, CNPA) Industry (MCC) Support Partners (FSB, BG, DYW ) MORAY TOURISM FORUMS Themed - Heritage, Food & Drink, Outdoor Activities, Events and Festivals Place Based - Moray Communities SPIRIT OF SPEYSIDE – FROM FESTIVAL TO CONNECTED W HISKY EXPERIENCES Building on the festival’s success to link distilleries with food, accommodation, heritage and communities, encouraging longer stays and deeper exploration across Moray. ARTS & CULTURE – CONNECTING CREATIVE MORAY Bringing together festivals, makers, venues and contemporary culture through shared storytelling and seasonal programming to strengthen visibility and local creative economies. MORAY W ALKING & OUTDOOR FESTIVAL – SHARED EXPERIENCES, YEAR-ROUND VALUE Expanding collaborative walking, outdoor and wellbeing experiences that support slower travel, wider dispersal and off- peak visitation. TOURS & TRAILS – JOINED-UP JOURNEYS ACROSS MORAY Connecting coast, heritage, food and drink, nature and communities into trails presenting coherent themed journeys that make Moray easier to explore and give reasons to stay longer. GOLF – CONNECTING BEYOND THE COURSE Extending golf visits by linking courses and the timing of the golf experience with local food, culture, landscape and other outdoor experiences to deliver higher value and broader local benefit. 22 | Moray Tourism 2036 | The 10 Year Strategy Refer to Moray Tourism 2036 - Guidance for Delivery Moray Tourism 2036 | The 10 Year Strategy | 23 Page 100
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Our Vision: By 2036, Moray will be recognised as a leading example of place-based, community powered, responsible tourism. A place where outstanding global brands and local enterprise thrive together and tourism enriches local life, strengthens communities, enhances and celebrates nature and culture, and offers visitors meaningful experiences across all seasons. OUR STRATEGIC FRAMEWORK 2026-36 OUR GUIDING PRINCIPLES A JOINED-UP PLACE LED PROPOSITION A RENEW ED PLACE NARRATIVE A CONFIDENT FOUNDATION FOR ENTERPRISE AND PROSPERITY A W ELLBEING ECONOMY LENS COMMUNITIES AS PARTNERS NOT SPECTATORS STEWARDSHIP FIRST Connecting Moray’s hidden assets with its global brands/ linking place and people as one coherent destination Principles What matters Our approach A collegiate, agile and transparent destination management model that represents businesses, communities, global brands and volunteer groups Rooted in Moray’s landscape, people, culture, creativity and contrasts A strong, place- rooted cohesive story guides how Moray presents itself and how businesses and communities collaborate translating into authentic memorable experiences Creating an environment for enterprise to invest and grow with clarity and confidence Tourism empowers businesses and communities to invest with confidence, supporting fair work, skills and resilient workforce Tourism as a driver of local pride, resilience, and fair work balancing people, places and profit Tourism growth should be supported by the essential infrastructure that serves both residents and visitors Recognising local organisations, charities, social enterprises and volunteers as essential contributors Visitors feel connected through authentic, place-based experiences developed collaboratively and delivered by proud local people Tourism that strengthens everyday life, protects Moray’s landscapes and delivers long- term value for communities, businesses and visitors Growth is paced to local capacity, with investment in infrastructure, environment and visitor management coming before promotion OUR DELIVERY FRAMEW ORKS DESTINATION LEADERSHIP IN MORAY 5 Delivery Charters DESTINATION COLLABORATION & EARLY ACTIONS IN MORAY MORAY’S IDENTITY BRAND AND PROMOTION ENTERPRISE AND INVESTMENT IN MORAY COMMUNITY BENEFIT AND RESILIENCE ACROSS MORAY MORAY’S PRODUCT AND EXPERIENCE CLUSTERS INFRASTRUCTURE INVESTMENT IN MORAY CLIMATE, NATURE STEWARDSHIP IN MORAY What we will doOUR PILLARS FOR ACTION Destination Leadership & Coordination A light-touch, inclusive, enabling model that reconnects and drives Moray Identity, Brand & Promotion A compelling narrative that ties Moray’s places and assets together to inspire responsible visits that resonate & connect Enterprise & Investment An inspirational framework to support Moray’s enterprises, people and places to grow with confidence and purpose Community Benefit & Resilience Meaningful connections between visitors, communities & enterprise empowering Moray’s people & places to flourish Visitors Experience & Dispersal Shaping Moray’s visitor offer to support responsible growth, dispersal and year-round value Environment & Infrastructure Strategic investment that enables connectivity and protects place and the planet Our priorities 24 | Moray Tourism 2036 | The 10 Year Strategy OUR STRATEGIC FRAMEW ORK 2026-36 HOW W E ORGANISE DELIVERY Eight delivery frameworks are provided to guide the implementation of this strategy and ensure a clear and robust road map is in place which can be amended and will evolve as time progresses. At its core Moray Tourism 2036 provides a strategic framework for • A two-year transition towards new destination leadership and governance Co-designing an inclusive leadership model with strategic partners. • An immediate focus on collaborative marketing and product development Encouraging greater collaboration around Moray’s current strengths to elevate the offer and energise the players. • A living, agile strategy Designed to adapt, responsive to the priorities of Moray and its businesses and communities over time. Moray Tourism 2036 | The 10 Year Strategy | 25 Page 101
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1. Destination leadership in Moray Leadership, Partnerships & Governance Creating a connected, confident and collaborative model for destination development, management and promotion Phased implementation A phased approach that builds confidence, capacity and momentum Measurement Tracking what matters — and demonstrating value to communities Resourcing A fair, transparent and sustainable funding approach Monitoring Review and Refresh Cycles A living strategy guided by real data and real voices. 2. Destination collaboration and early actions in Moray To build momentum, confidence and connection across Moray’s visitor economy by enabling practical, inclusive and place-based collaboration from the outset of the strategy. 3. Moray’s identity, brand & promotion To create a clear, confident and authentic identity for Moray that reflects its people, places and stories while ensuring the region is visible and discoverable to audiences aligned with its values. 4. Enterprise & investment in Moray To strengthen Moray’s visitor economy as a driver of inclusive, place-based economic growth by supporting enterprises to adapt, collaborate and invest with confidence. 5. Community benefit & resilience across Moray To ensure tourism strengthens local life across Moray by supporting community-led priorities, sustaining volunteer endeavour, enabling fair work, and reinvesting in the places, services and people that make Moray distinctive. 6. Moray’s product & experience clusters A joined-up approach to strengthening, connecting and elevating Moray’s offer. 7. Infrastructure & investment across Moray To build the foundational infrastructure required for Moray to function confidently as a community powered, responsible destination. 8. Climate nature & stewardship across Moray To protect what makes Moray special; safeguarding landscapes, coastlines, habitats and heritage responding to climate impacts while enabling responsible, low-impact visitor experiences. OUR PHASED DELIVERY PLAN OUR EIGHT DELIVERY FRAMEWORKS Initial Steps (First 6–9 months) Three simple steps will kickstart the delivery of this strategy: 1. Establish the tourism leadership group and strategic tourism partnership. 2. Assume management of the existing website and digital channels and develop a digital marketing plan & events calendar. 3. Appoint a contractor/freelance team providing • a coordinator to support the TLG in its deliberations and actions, engage the industry and provide basic admin support. • a digital marketeer to develop and manage the digital assets and digital content. • a destination development manager to progress the collaborative initiatives and product development. Phase 1 (2026–2028) — Stabilisation Focus: coordination, infrastructure, narrative, early wins. • New destination leadership model scoped out • Place branding and narrative for Moray developed • Collaborative initiatives delivered • Bookable experience clusters developed • Annual tourism conference • First Tourism Dashboard published • Visible infrastructure improvements Phase 2 (2028–2031) — Integration & Growth Focus: product development, experience depth, collaboration. • Destination leadership structure resourced and launched • Full trails development, wayfinding & signage rollout • Bookable experience clusters expanded. • Major cultural & heritage interpretation upgrades Phase 3 (2031–2036) — Maturity & Leadership Focus: national leadership, premium experiences, regenerative tourism. • Midpoint review of Moray Tourism 2036 • Premium story-rich experiences • Integrated transport & visitor management • Permanent destination body • Effective measurement and storytelling of tourism impacts and benefits 26 | Moray Tourism 2036 | The 10 Year Strategy Refer to Moray Tourism 2036 - Guidance for Delivery Moray Tourism 2036 | The 10 Year Strategy | 27 Page 102
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MEASURING OUR SUCCESS W HAT SUCCESS LOOKS LIKE IN 2036 By 2036, success for Moray’s visitor economy is defined by confidence, connection and shared benefit rather than scale or volume. Moray is recognised as a coherent, place-led destination, connected through a clear and authentic shared narrative. A lean, inclusive and trusted coordination model enables collaboration across businesses, communities and partners, supporting confident enterprise, stronger local supply chains and clearer pathways to support. Communities experience visible social, cultural and economic benefit from tourism, with volunteer effort and community leadership recognised, supported and sustained. Investment in infrastructure, visitor management and digital visibility has improved everyday experience for residents and visitors, reducing pressure points and strengthening year-round value. Visitors are encouraged to stay longer, explore more widely and engage more deeply, while tourism contributes meaningfully to fair work, skills development and youth opportunity. Growth is measured, responsible and climate- aware, supporting nature recovery, place stewardship and long-term resilience. And Moray has a confident voice within Scotland’s tourism landscape as a practical example of community- powered, place-based tourism that works for people, place and prosperity. A bespoke Moray Tourism Dashboard is recommended, designed to support transparency. Key considerations will be gauging sentiment and demonstrating progress in: Environment and Stewardship Business resilience Visitor experience and satisfaction Community benefit Collaboration and coordination “BY 2036, SUCCESS FOR MORAY’S VISITOR ECONOMY IS DEFINED BY CONFIDENCE, CONNECTION AND SHARED BENEFIT RATHER THAN SCALE OR VOLUME.” KEY PERFORMANCE INDICATORS Visitor Experience & Satisfaction Visitor satisfaction digital engagement itinerary usage repeat visitation shoulder season occupancy Business Health Business barometer revenue stability across seasons workforce retention and living wage employers local supply chain usage number of bookable experiences Community Benefit Number of community projects funded volunteer hours supported improvements to toilets, signage, trails community satisfaction metrics youth participation numbers Environment & Stewardship Ranger reports waste reduction EV charging use active travel metrics biodiversity engagement initiatives Collaboration & Coordination TLG meeting frequency forum participation annual conference engagement cross-sector collaboration outcomes response times for issues raised 28 | Moray Tourism 2036 | The 10 Year Strategy Moray Tourism 2036 | The 10 Year Strategy | 29 Page 103
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MORAY SPEAKING FOR ITSELF “MORAY ISN’T LOUD – IT WHISPERS. BUT IF YOU LISTEN CLOSELY, IT TELLS THE KIND OF STORY THAT STAYS WITH YOU...” Moray lies between the Scottish Highlands, rural Aberdeenshire, and the Cairngorms National Park. Moray Tourism 2036 does not seek to compete, but to offer a distinctive alternative— one rooted in Moray’s people, places and values, and confident enough to stand alongside neighbouring destinations as a complementary and collaborative partner. Through renewed leadership, stronger collaboration and a phased approach to delivery, Moray can steadily amplify its own voice while working constructively with neighbours to strengthen regional journeys, shared itineraries and mutual benefit. In doing so, Moray becomes easier to discover, easier to understand and easier to value— on its own terms. This strategy is not about making Moray something it is not. It is about revealing what Moray already is: quietly exceptional, quietly creative and quietly welcoming. It provides the framework for Moray to be heard and to be visited by people who value what is on offer, engage with care and curiosity, and contribute positively to the places and communities they encounter. In doing so, Moray Tourism 2036 ensures tourism delivers benefits that matter to local people, supporting communities, strengthening enterprise and protecting the places that make Moray special, now and into the future. 30 | Moray Tourism 2036 | The 10 Year Strategy Moray Tourism 2036 | The 10 Year Strategy | 31 Page 104
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The development of this Tourism Strategy has been supported by funding from the UK Government through the UK Shared Prosperity Fund (for more information visit UK Shared Prosperity Fund), Visit Moray & Speyside Ltd and Highlands and Islands Enterprise This strategy has been developed and produced by SCOTO CIC based on SCOTO’s PressPause ® methodology. Our thanks to all who engaged in the process and freely shared their passion and insights ensuring this strategy directly responds to their local lived experience and ambition. Connected. Supported. Promoted Moray Tourism 2036 Page 105
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Appendix 2 Moray Tourism 2036 Public Consultation Data Response ID Responded at Q1. W hat are your overall impressions of the draft Moray Tourism 2036 Strategy? Q2. How well do you think the Strategy reflects Moray’s identity, needs and opportunities? Q3. Please share any additional comments, ideas or suggestions. Response 4617743 2026-03-18 17:42:55 It is deficient, in that recognition of the importance of diverse Cultural activities and a thriving cultural network has not been given sufficient weight, whilst developing a leadership group for tourism and neglecting much needed cultural leadersip Lacks recognition of the symbiotic link and need for leadership in the cultural sectir Consider creating one leadership group covering Tourism and Culture in Moray, place greater emphasis on the visitor levy as the source of future funding The strategy is designed to work across all sectors within tourism. The cultural sector is recognised as a core part of the tourism strategy however no single sector should dominate the overall focus. The strategy also aims to support businesses of all sizes. The proposed leadership model is intentionally cross-sectoral, enabling strong cultural representation. With no decision on a visitor levy for Moray, no assumption could be given to this. 4617751 2026-03-18 17:47:01 Fix the potholes Fix the potholes Fix the potholes Specific maintenance issues sit within wider operational responsibilities. 4617829 2026-03-18 18:53:23 Excellent summary and forward vision, Moray does whisper. Very well, we have so much to offer but.... ........ visitors and workers need somewhere to stay. As a priority, a good quality hotel is required in Forres to increase bed space and therefore footfall. Visitor accommodation in Forres is in a dire state at the moment i.e. very little. Collaboration with, and encouragement to, a national brand to develop a site in the town would be a good outcome, before 2036. Thanks, A Forresian The need to strengthen visitor accommodation, including quality and capacity, is reflected within the Enterprise & Investment pillar, supporting targeted development to enable year-round growth. 4617929 2026-03-18 20:12:09 Good overall Reflected well Several acronyms in the document that are not explained anywhere Not immediately clear what the actual actions to be taken are Apologies a glossary was not included. Actions are set out within the Guidance for Delivery document, and this will be published once the strategy is approved. 4619444 2026-03-19 15:57:59 Overall good thinking but how many will can be implemented ! Great - but. The roads in Moray - not around Elgin - but around Buckie are treacherous for the amount of traffic now - Great we have a thriving economy, harbour now utilized for Windfarm and construction. Harbour road is treacherous - HGV are ripping it up, many discussions for repair improving nothing done! It is virtually unsafe for locals to pass never mind any tourists, pothole city, several buildings decay - glass windows falling on pavement from a height! Entry exit from both A98 junctions Buckie and Buckpool a joke! Why is Buckie left out so much? School repairs, road repairs. The revenue brought in per each town should proportionally spent in each town! Buckie has windfarm activity, engineering at harbour, fishing and a thriving Maltens plant either side of town ( hence increased HGV traffic) but the people do not see any infrastructure upgrade to maintain support this! We should do more to promote, entice cyclists and walkers but also have the roads/paths suitable for such. Delivery is supported through a phased implementation plan and early priority actions. Local infrastructure concerns are recognised within the Environment & Infrastructure pillar, though specific maintenance issues sit within operational responsibilities 4620094 2026-03-19 20:51:36 The strategy is promising and focused on Moray tourism rebirth. We welcome the positive feedback. 4620099 2026-03-19 20:56:02 The strategy seems strong and focus on longer stays and loyal travellers. Definitely, a focus on bringing the local travel trade together is very important. I believe the development of local workforce in order to attend the future demand is needed. I think Moray doesn’t need only VFR market and Premium The strategy identifies a dual market approach. It takes a balanced approach, focusing on value alongside volume, with multiple target segments including families, domestic visitors, touring markets and premium visitors. Page 106
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Appendix 2 Moray Tourism 2036 Public Consultation Data 4620100 2026-03-19 20:57:22 I think Moray doesn’t need only premium Internacional market and VFR market …. Moray needs volume too and middle range visitors who are willing to spend here. The issue is the lack of The strategy identifies a dual market approach. It takes a balanced approach, focusing on value alongside volume, with multiple target segments including families, domestic visitors, touring markets and premium visitors 4620142 2026-03-19 21:29:43 Pages 24-29 are useful. A good overall helicopter view, identifying all the main elements of the Scottish tourism, proposition. How will this activity on page 27 be paid for? What vehicle is proposed? The strategy proposes a phased leadership model and a blended funding approach. Detailed delivery mechanisms are outlined in the Guidance for Delivery document, including governance and coordination structures. Page 107
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Appendix 2 Moray Tourism 2036 Public Consultation Data 4620185 2026-03-19 22:16:42 Good. I seems comprehensive and inspirational but rather glosses over the 'real world' challenges our region faces. Pretty well. From my perspective & experience I disagree that international visitors are ‘low volume’. The majority – or at least a substantial proportion – I see in and around Dufftown / Speyside are from abroad. I feel that the main failure large and significantly exceptional parts our region have been overlooked comes being in the shadow of the Cairngorm National Park. The fact this is defined and promoted by a hard line boundary puts all the focus on it and a cliff edge for adjacent almost as exceptional landscape areas and offerings. I put much of the blame for a currently poor strategy for promoting national and regional tourism on the Scottish Government – exercised through under funding at a local level and a glossy Visit Scotland organisation that appears to be online only and no longer engaged on the ground. Additionally their unwillingness to recognise the impacts their sledgehammer bureaucratic policies (tax, business rates, licensing & levies) and enabling of almost uncontrolled onshore windfarm and associated infrastructure development is already having, and determination not to reconsider or amend these. I feel that morale within the self catering holiday accommodation industry – in 8 years of our involvement – has never been lower as it is now. Regrettably windfarm over-development in the Cabrach and Upper Glenfiddich is already pushing the area beyond a reasonable threshold of acceptable landscape change, and further schemes are about to cumulatively destroy the nationally important whisky and heritage story contained within it. They will impact fragile community regeneration efforts, the tourism offer, and small local businesses in ways that are now difficult or impossible to reverse for many generations to come. For us this initiative has come too late. I am a whisky history expert (www.whiskyarchaeologist.scot) , currently preparing for publication the extraordinary and nationally important story of how illicit distilling in the Cabrach and Glenlivet area of Moray laid the foundations for the modern Scotch whisky industry we know today, and this work depends fundamentally on the continuing integrity and legibility of that landscape setting. The Cabrach community and the Cabrach Trust are seeking to rebuild a depleted population and local economy by using this landscape-based story – in situ archaeology, historic routes, castles and whisky narratives – as the foundation for sustainable regeneration, but successive large wind farms and associated grid infrastructure are progressively eroding the very qualities and authenticity they rely on. This includes impact on our own top-rated holiday accommodation business close to Auchindoun Castle, consistently ranked in the top 1% on Airbnb and rated “Exceptional” on VRBO, which depends on the visual quality, tranquillity and reputation of the Upper Glenfiddich–Cabrach landscape. Its viability is now under mounting pressure from years of construction traffic, road and landscape impacts associated with windfarms, combined with rising costs and administrative burdens, not least from the short-term let licensing regime that has been applied. Now there is the prospect of a visitor levy and this will further dampen demand, add more administrative burden for us and, as the business already provides just a very modest income in our retirement, undoubtably hasten our withdrawl from the hospitality market. A shame as we have enjoyed meeting the guests (the vast majority who come from overseas, principally North America, Europe and Australia) and ensuring they have an exceptional experience. I am sad that Moray Council’s lacklustre opposition to these schemes – evident in the tone and content of its consultation responses to the Scottish Government – has failed to provide the robust local defence that this landscape and community deserved. I recognise that the Council is itself constrained by the financial and legal risks of pushing back against a heavily biased national policy framework that favours almost uncontrolled expansion of onshore wind energy, but the long-term cost to Moray in lost tourism potential, eroded distinctiveness and missed regeneration opportunities in places like the Cabrach will, I believe, prove to be even greater. The strategy recognises wider factors that affect tourism, including policy and land use. While these sit beyond its direct control, it focuses on improving collaboration, coordination and local development. Page 108
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Appendix 2 Moray Tourism 2036 Public Consultation Data 4620490 2026-03-20 09:23:48 I think it is a fantastic idea, and much needed. A lot of forethought has went into this, and a lot of key issues, and challenges have been identified. As great as this strategy is, I feel there is a lot of "vision" within the document, but at this early stage it is lacking a lot of "mission" and what actions are required. Very good draft though. As someone who has two different businesses in Moray linked to the tourism sector, I am very pleased this is happening and the loss of VMS is not the end of Moray promoting itself. Engagement with local community councils and other groups will be useful I'm sure to understand the needs of each community, and for them to build the infrastructure and maintain growth in what seems to be a ever more important sector. I am also glad to see this does not rely on visitor levies as a must. I think they are a terrible idea for overall growth and unfair on the accomodation providers who (as collectors of the levy) will have pay from their own margin. The concept of visitors and business travellers having to pay a levy every different layover location will be very off putting. I strongly hope the government, with the vision within the strategy, can fund a team to deliver tourism growth in Moray without bleeding the two main groups of people required for it to function. The number 1 focus of domestic market is encouraging. I think VMS focussed on international market too much. I like the wide variety of recognised key areas, and not only Whisky. With so much to offer in a small space, Moray tourism could thrive with more groups and communities coming together and "rowing in the same direction", I hope this helps do that. The coast being strongly recognised as a key asset is welcome too. from cliffs to the east, and beaches to the west, it really should be more popular than it is. There are some wonderful coastal paths existing which need some further help to link up and complete. Once this is done, there would be another huge draw to the area. Buckie Harbour, its expansion plans and capability of accepting cruise ships is another key objective I would hope is included. The future volume of visitors could be massive if the investment is made to replicate Invergordon and Aberdeen with this. Although unlikely to be capable of berthing the largest cruise ships, there are plenty smaller ones that could manage. Relations with the cruise operators will be crucial for this. Coach tour infrastructure is lacking in Moray too. It is essential for the area to invest in providing areas and services for these ever more popular tours that are bypassing Moray every day. Coach parks and designated drop off/ pick up points in towns and villages (where possible) could again draw large volumes of people into struggling town centres. We welcome the positive feedback. Comments on workforce, infrastructure, community engagement and visitor mix are noted and reflect the need for a coordinated and sustainable approach. Opportunities such as cruise, coastal access and coach provision will be considered through delivery planning. 4624484 2026-03-23 12:53:46 Lots of worthy aspirations, many pillars/themes/priorities... not convinced it will be delivered! It reads to me more like a justification for some publicly funded tourism jobs which concerns me! Not bad - but dubious that there will be much tangible progress. I agree that Moray is under-recognised compared to its more glamorous neighbours but that is a strong part of its charm (along with better weather and no midges!!). I believe that people who visit Moray do so for its authenticity - they don't want over curated visitor trails/experiences/festivals etc. In trying to bring everything under one banner, there is a risk that the charm and beauty of what we have is lost. The strategy acknowledges concerns about delivery by setting out a phased plan, early actions and a new leadership structure. It also emphasises that Moray’s appeal lies in its authenticity and positions development around connecting and lightly packaging existing assets rather than creating overly curated experiences. 4624759 2026-03-23 14:52:55 Although it is inspiring, it seems the delivery of this will be managed by public sector rather than industry I don't think it does this any different to how Visit Moray Speyside positioned the destination I think a DMO is needed to ensure marketing success The strategy sets out a partnership approach, bringing together industry, communities and public sector partners. It aims to address the current leadership gap and establish a sustainable structure to support marketing and coordination. Page 109
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Appendix 2 Moray Tourism 2036 Public Consultation Data 4632579 2026-03-25 14:10:17 It's great on paper. Very well 1. Establish Tourism Leadership Group WITH TEETH. It's not good going on about peaceful landscapes and pristine beaches if you allow huge, messy infrastructure projects like FLOW. 2. Encourage entrepreneurialism in tourism. So much hospitality here is outdated, takes no risks. Bland food in hotels that haven't changed the menu or the carpets in 50 years. Compliant, but boring. Very few options here for the middle market. Think people visiting for funerals/weddings. Young budget travellers have nowhere to stay. Done right, ethically, Airbnb type lets can fill that gap. Communicate the rules around holiday lets, food and craft sales better. Explain how you are helping us to help tourism in Moray. Convince us that we are not being used as another way to make m oney for the council. Engage us in in-person consultations. The strategy supports innovation and improvement across the tourism sector, including strengthening the quality and range of visitor experiences. It also recognises the need for clear communication, business support and ongoing engagement. Page 110
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Appendix 2 Moray Tourism 2036 Public Consultation Data 4650925 2026-04-01 15:05:13 A thoughtful and well-judged strategy that recognises Moray’s strengths in heritage, landscape and premium experiences. The emphasis on value over volume is welcome. Delivery and early implementation will be key to maintaining momentum. The strategy reflects Moray well, particularly its heritage, whisky, coastline and rural character. It recognises opportunities in curated, higher-value tourism. Greater clarity on infrastructure, transport and business coordination would strengthen it fu The draft Moray Tourism 2036 Strategy is thoughtful and well aligned with Moray’s character and strengths. The emphasis on value over volume, longer stays and curated experiences feels appropriate for the area and reflects how many visitors already engage with Moray. The recognition of Moray’s cultural depth is particularly welcome. The opportunity to connect heritage, landscape, whisky, textiles, estates and local stories is one of Moray’s greatest strengths. The experience cluster approach provides a useful framework for this. From a delivery perspective, further clarity on implementation and execution would be helpful. In particular: • Governance and leadership structure, including roles and responsibilities • How businesses, particularly micro and small operators, can engage with delivery • How collaboration will be facilitated in practice • Funding and resourcing for delivery activity • Timescales, milestones and measures of success In addition, consideration could be given to practical delivery mechanisms. For example: • A clear delivery plan with phased priorities • Named leads for each strategic pillar or experience cluster • Regular stakeholder forums or working groups • Pilot projects or demonstration itineraries • A shared platform for collaboration and communication • Monitoring and reporting on progress Early, visible actions would help build confidence and momentum. Identifying a small number of achievable early initiatives or “quick wins” would help demonstrate progress and encourage wider participation across the sector. There is also an opportunity to better support micro-businesses. Much of Moray’s visitor experience is delivered by small operators, and ensuring these businesses are included and supported will be important to successful delivery. This could include networking opportunities, product development support, and clearer routes into collaborative initiatives. Transport and connectivity may also merit further consideration. Moray’s relative remoteness is part of its appeal, but access between experiences can be challenging. Supporting joined-up itineraries, encouraging longer stays, and improving coordination between providers may help address this. The strategy’s emphasis on collaboration is welcome. Encouraging stronger links between accommodation providers, attractions, guides, food producers and transport providers would strengthen the visitor offer and help retain value within the local economy. Overall, this is a positive and encouraging strategy. With clear leadership, defined delivery mechanisms and early momentum, it has the potential to strengthen Moray’s visitor economy while preserving the qualities that make the area distinctive. A phased delivery plan, defined governance structures and ongoing stakeholder engagement will support implementation. Supporting micro and small businesses is a core priority within the Enterprise & Investment pillar Page 111
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Appendix 2 Moray Tourism 2036 Public Consultation Data 4657512 2026-04-03 20:26:04 The strategy looks suitable to the region although there is an impression that we are missing the medium international spender who would be suitable for the region. I look forward to seeing who will take the helmet and effectively run the tourism entity I think there is a gap, a lack of structure when discussion the needs of domestic and international visitors and how businesses and the region can cater for them. Not everyone comes here for whisky, not everyone is a premium visitor The strategy recognises the need to cater for a range of visitor segments, including mid-range international markets, alongside premium and domestic visitors. 4658912 2026-04-06 12:37:59 It acknowledges what we in the region know - Moray is a compelling destination with scope to develop, and a major gap in destination marketing activities. Could we see more ambition- - or will that come? Fair capture. Hoped for more around year-round tourism, and how to overcome the barriers - that lack of recognition for Moray Speyside as a region and transport and connectivity issues. Pleased to see this draft being produced as a starting point to move forward following the end of VMS. The action plan arising from this will be all-important . Vital to work at pace on a SMART action plan of implementation. It seems weighted towards being community connected rather than ambitious - eg What about the potential of film/tv for tourism? We had Odyssey filmed along the Moray coast last summer. Or tapping into a Moray spin off from Scottish/UK cultural heat moments eg Commonwealth Games 26; Tour de France 27; to drive visits. We need to shout about the region not whisper in raising its profile. As a whisky industry player, look forward to more on the priority segment on premium international and specialist interests, given the draw that international food and drink brand and cashmere have, and the role they play in putting Moray/Speyside on the map and the potential value these visitors bring. The strategy balances confidence with authenticity, aiming to strengthen visibility through coordinated marketing, collaboration and a clearer shared narrative. Opportunities such as events and wider promotion will be explored through delivery planning. Page 112
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Appendix 2 Moray Tourism 2036 Public Consultation Data 4660617 2026-04-07 20:56:37 Clear, ambitious and community-focused. Strong shift from volume to value and year-round tourism. Needs faster delivery, clearer leadership ownership and early visible wins to build confidence locally. Reflects Moray well— heritage, coast, communities and quality experiences. Opportunity to better highlight aviation heritage, STEM and interactive attractions as key drivers of family visits and year-round engagement. From a Morayvia perspective, the strategy is positive and aligns strongly with what we are already delivering— heritage, education, community engagement and year-round visitor appeal. However, there are several opportunities to strengthen it and ensure real delivery: 1. Recognise Aviation Heritage as a Core Asset Moray has a unique aviation story (RAF Kinloss, RAF Lossiemouth, Nimrod, SAR helicopters, fast jets) which is not fully capitalised on. This is a nationally significant asset and should sit alongside whisky, coast and nature as a key theme. 2. Strengthen Family & STEM Tourism There is a major opportunity to position Moray as a family learning destination. Interactive centres like Morayvia bring dwell time, repeat visits and off-season resilience. STEM-based tourism should be explicitly referenced. 3. Year-Round Tourism Needs Indoor Anchors The strategy talks about extending the season— this requires investment in indoor attractions. Supporting projects that bring key assets undercover (such as aircraft collections) will directly enable this. 4. Better Use of Existing Assets Before Creating New Ones Moray already has strong, volunteer-led attractions. Support should prioritise improving, connecting and promoting what exists rather than duplicating provision. 5. Connectivity & Packaging Link attractions into themed trails (e.g. Aviation & Defence Trail, Coastal Rescue Story, Engineering & Innovation). Encourage joint ticketing, shared marketing and itineraries to increase length of stay. 6. Digital Presence & Single Destination Platform A central, up-to-date digital platform is critical. Many attractions struggle with visibility— this needs to be fixed early. 7. Volunteer-Led Sector Support Much of Moray’s offer relies on volunteers. The strategy should recognise and support this with training, funding access and capacity building. 8. Infrastructure Matters Practical issues— parking, signage, access, weather resilience— have a big impact on visitor experience. Small capital investments can deliver big gains. 9. Clear Delivery & Accountability The biggest risk is lack of delivery. There needs to be clear ownership, timelines and funded roles to coordinate activity. 10. Early Wins Identify and support a few visible projects in the first 12–24 months to build momentum and confidence. Overall, the strategy is a strong foundation. With clearer recognition of aviation heritage, stronger support for existing attractions, and a focus on delivery, Moray can significantly increase both visitor value and community benefit. The strategy aligns with Moray’s strengths and emphasises value, year- round tourism and community benefit, but highlights the need for clear delivery, defined leadership and early visible actions to build confidence. It also supports better use of existing assets, improved coordination and stronger digital presence, while broader themes such as aviation heritage, indoor attractions, volunteer support and infrastructure investment sit within the identified need to strengthen experiences, extend the season and connect the offer more effectively. Page 113
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Appendix 2 Moray Tourism 2036 Public Consultation Data 4666680 2026-04-13 09:01:23 Very good. If places are cared for people will take home good memories. I think it's good because each place has it's own character built on the particular historical aspect of the area or industry associated with it. Signage!! It needs to be a whole lot better. The amount of times you follow a Tourist sign and they run out a mile down the road. That can be very frustrating to a visitor trying to find a place of interest. Improving signage and wayfinding is identified as an early priority within the Visitor Experience pillar. 4666782 2026-04-13 10:08:14 Very comprehensive. Easy to read and see what the drivers and outcomes will be. I think it reflects it well. We welcome the positive feedback. 4667067 2026-04-13 11:52:11 Agree the loss of the Destination Marketing Organisation has created a significant gap in leadership, coordination & collaboration. Destination marketing activity has ceased, digital platforms are no longer managed and no engagement with the travel trade. Moray is not Scotland’s loudest destination and that is part of its charm, and its strength. It is a place to slow down, delve deeper and return often. A place where people, nature and culture flourish together and where visiting feels welcome. Without a DMO there is no direction or focus on Moray Tourism. Local events help to build collaboration with local businesses and a place to share good practice. Also with out representatives for the Moray area attending Travel trade events all over the world we are missing out in showcasing what our area has to offer. The strategy acknowledges that the loss of the DMO has created a significant gap in leadership, coordination, marketing and travel trade engagement, and proposes rebuilding this through a new leadership structure. It also reinforces Moray’s positioning as a quiet, authentic destination encouraging slower, repeat visits, while recognising that stronger coordination, event collaboration and representation at travel trade level are needed to improve visibility and promotion. 4667527 2026-04-13 15:25:54 Very heavy on blue sky thinking and not srategically achievable. Lot of buzz words without substance or completion markers on propopsed projects Moray has everything it needs in terms of visitor interests. But "whispering what we have as an alternative destination has been spoken about for years and hasn't worked. We need to shout from the rooftops.about Moray instead of hoping we are just 'found' Infrastructure and investment ard a priority instead of everything through time and on a shoestring. We need huge investment in buildings and landscapes..cleaned..towns and villages kept clean with investment in equipment and a workforce to match( not rely just on volunteers) who do a fab job but it should not just be them who make places look good. We have iconic brands in Moray: Walkers shortbread Baxters Gordon and Macphail 52 Distilleries incl The Macallan Why does the local.authority not partner with them long term to develop Moray as a destination that wows. If the iconic brands are here. Invite them to spend a bit of profits on community payback to towns and villages across Moray. The area needs to be freshened up it looking very tired and unloved. Lived here all my life and although volunteer groups have tried to improve things it needs continuous work to keep.it cleans well maintained with an abundance of floral impact. Investment investment investment..pity the council have sold.all.its assets to shore up it's deficit and bad management instead of investing in it The strategy recognises concerns around delivery by noting gaps in coordination, infrastructure and investment, and proposes a phased approach with new leadership structures to address this. The strategy prioritises infrastructure investment, collaboration and partnership working, including opportunities to better connect with key regional and global brands. 4668254 2026-04-14 09:09:57 It would be so lovely if we could turn Elgin city centre into a historic version of signage and shop fronts. We have such beautiful architecture and it is let down by bright, cheap looking advertisements in shop windows and signage. We have so much history in Elgin let’s celebrate it by honouring its visual beauty. Make it a rule that shop fronts and owners of buildings have to keep them clean, painted and maintained to a high standard. Make us proud to live in Elgin. All the other towns seem to be managing this perfectly well, adding such charm and elegance to their town centres. Perhaps the Moray Council need to drop their business rates as discussed many times before by hundreds of locals so that they can afford to keep things clean up to standard. Also this will allow for other boutique type shops to open and build strong businesses. Get rid of Starbucks who do not pay taxes and allow the independent cafes to flourish. Allow a more European feel to settle into the centre with tables and chairs in the plainstones. This will give a feeling of pride and hopefully have an impact on the youth who can feel proud of where they come from. So we as adults can feel proud. Instead we are embarrassed to bring family and friends to the city centre as it just feels run down and drieg!! Place quality and town centre experience are recognised as important elements, aligning with wider regeneration initiatives and community-led improvement. The comment on non-domestic rates is noted as part of the wider factors affecting businesses and investment. Page 114
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Appendix 2 Moray Tourism 2036 Public Consultation Data 4668515 2026-04-14 11:05:22 Many pages taken to say very little Partially The strategy pays little attention to climate change. Moray is improving in its CO2 emissions area wide per capita compared to the rest of Scotland, however Moray's position in CO2 emissions from Transport per 1000 population has worsened, now in the lowest quartile. Expansion of EV charging infrastructure is encouraging and will go partway toward improving Moray's position however other contributors towards Moray's greenhouse gas output, like the unelectrified railway through Moray, which tourists will make use of (diesel trains), should feature in the "What is holding Moray back" section. The strategy includes climate, nature and stewardship within the Environment & Infrastructure pillar, with further development to be supported through delivery planning. 4669671 2026-04-15 09:05:14 The Strategy in theory is very good. I think the Strategy identifies opportunities quite well and, at this macro level, needs. But it will left to be seen, at an implementation level, as to whether these things can be delivered A big concern is that smaller places within Moray get overlooked and aren't given the assistance that they need to make the best of their opportunities. The strategy prioritises inclusive, place-based development and aims to ensure that all communities can participate and benefit through improved coordination and support. 4671543 2026-04-16 08:34:36 struggled to read it even with zooming in struggled to read it even with zooming in I stay east of Moray in Portknockie. The amount of visitors I see every day is massive.A lot come here to visit the Bow Fiddle But no money seems to be invested back into Portknockie. There was a small car park built, but it it not big enough to accomodate all the people visiting at times. Campervans struggle to find parking outwith the carpark as they cannot go in there. The area where the car park is beside the bow fiddle could be tidied up and improvements made to make it look more attractive for the visitors, maybe clear information boards and the bins should be emotied more, always overflowing. We also have a historic harbour with the paddling pool which is also very busy in the summer, but snarled up with cars. The harbour is popular with boarders as well. This is currently maintained by volunteers, but really this area too could be doing with making made to look more attractive for visitors ( the volunteers do a fatastic job, but have to raise funds to maintain this area. The lack of signage is another issue here. I see visitors confused where to go after visiting the Bow Fiddle. We have also caves, jennys well( also maintained by volunteers) . Portknockie along with other villages in the area have a strong fishing heritage which can be seen by the lovley cottages around the harbour area. It would be nice to some money invested in this area as we attract so much tourism. Any such investments seem to go to Elgin, but time to invest in our lovley coastal villages The strategy recognises pressure on busy locations such as coastal villages and highlights gaps in infrastructure, signage and maintenance. It supports improving these areas and ensuring investment better reflects visitor demand. 4671709 2026-04-16 10:06:25 Lot of waffle with no clear plan in place It touches on our identity but doesnt elaborate on all of it. People dont just come here for whisky, its the coast line the sea and the way of life, nothing like city living. Yes the plan identifies the areas where we need work but it doesnt say how to improve them. Communication is key, what ways will you use to improve that? What are the 13 places, who will you approach to talk about these places to assess each place properly? You want to know what the people think but the document is full of elaborate language which most people dont understand fully. Simplify for the masses instead of the select few. The supporting Guidance for Delivery document, which will be published once the strategy is approved, provides greater clarity on actions and implementation. Communication and engagement are core elements of the proposed governance model. 4677064 2026-04-21 07:25:26 It’s good if somewhat repetitive and dry. It’s missing the opportunity to touch move and inspire people with a vision of how Moray could be experienced. There are many artists and craft people and places which alongside whisky golf and beaches could be exploited to better effect. What will people come away with? How might their experiences of Moray make a difference in their lives? The strategy sets out Moray’s assets and themes clearly, with a primary focus on strengthening coordination, leadership and delivery. It recognises the importance of arts, crafts, heritage, landscape and lifestyle alongside established strengths such as whisky, coast and golf. A more engaging, experience-led narrative will be further developed through branding, storytelling and promotional activity as delivery progresses. 4678317 2026-04-22 09:17:54 pleased to see it traditional view, breaking no new ground Special interest tourism is important The strategy builds on Moray’s strengths and recognises the importance of special interest tourism as part of the overall offer. Page 115
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Appendix 2 Moray Tourism 2036 Public Consultation Data 4682762 2026-04-26 21:47:25 Buckie & District Community Council (BDCC) welcomes the strategy. This first document contains a lot of generalities, which is unavoidable at this stage. However, if this is able to be brought to fruition it will produce benefits for Moray communities Well identified. The ‘SCOTO Press Pause Destination Competence Appraisal’ is valuable in identifying the strengths and weaknesses of Moray. It would have been useful if the 13 places had been named. Buckie & District Community Council (BDCC) recognises that based on the 20 criteria we have a lot of improvements to make. As a newly reformed community council, we are eager to fulfil our role in promoting and maximising the assets of Buckie and surrounding areas. We have the only working harbour in Moray, which makes us a key gateway for water-based tourism, i.e. cruise ships. Other assets include, but isn’t limited to, the Fishing Heritage Centre, Fishwives walk, 2 quality golf courses, coastal and hill walks, historic battle sites, beaches, seawater sports, fishing excursions, and a permanent seal colony at Portgordon. To achieve the goals of the strategy, improved communication and co-ordination will be required, as well as greater inclusivity. The BDCC has felt left out of decision-making roles, and initiatives, that affect our community over the last few years and we want to see this changed. This has principally stemmed, we feel, from poor communications, as well as being a community council that has struggled to maintain a consistent membership. We recognise that several community groups in Buckie by-pass the BDCC and liaise directly with MC, and vice versa. As a statutory body, we should be ‘c.c-ed’ in on communications. It is this type of poor communication and co- ordination which needs to be remedied, moving forward, if we are to achieve good outcomes for Buckie as part of this tourism strategy. Improved communication, coordination and inclusivity are central to the proposed governance model, ensuring communities are actively involved in decision-making and delivery. 4683736 2026-04-27 16:36:44 It’s encouraging to see that the vast amount of consultation work carried out by SCOTO has created a strategy that is fair in regard to all tourism businesses, not weighted towards larger businesses. If changes are made, this equality must be maintained. This strategy is unique to Moray and can only be achieved in Moray. Community Wealth Building is vital for Moray's small businesses and communities, and the strategy balances the involvement of individuals, volunteers, and small and large businesses. I appreciate and support incorporating the following principles: Valuing improvements to the visitor experience over increasing visitor numbers; incorporating the idea of “Stewardship” to allow any individual to step up, play their part, then pass the baton to others; and creating a tourism landscape built on fairness, where everyone in Moray has the opportunity to play their part, if they choose to do so. I feel that the “fairness” within this draft strategy must be maintained, as should the strategy’s focus on the overall Moray experience, without any weighting towards any particular sector. Discussions around funding are important, especially looking at the recent past where the contributions of larger tourism-related businesses were seen as disproportionate to those made by smaller businesses (TBID Levy). The strategy should not imply a pre-determined decision on a Visitor Levy in Moray, although mention of a Visitor Levy as a source of funding should be acknowledged. Other sources of funding have been tried and failed in Moray (Central / Local Government funding, Business Levy). I think volunteers, charities and social enterprises will be important to the delivery of the strategy in Moray, and a model that supports and encourages this would be worthwhile. Businesses will also have an important role to play, inputting into the appropriate governance structure. I support the narrative, mission and values as proposed. Finding the right people to lead and move this forward is important, as is the idea of stewardship. Involvement from all is important: individuals with an interest in tourism; third sector and voluntary organisations; small businesses, and big businesses - but involvement must be time-specific and restricted, with the ability to involve new people with new ideas over time and not have the same people involved for an eternity. Lessons could be learned from the current Elgin Neighbourhood Board / Pride in Place Board. Moray's regional identity is an issue, being pulled at times East and West. I agree that the voice of people and business should come together as one. Administrative boundaries are not important to the visitor, and this should be considered. The strategy aligns with these principles by prioritising value over volume, stewardship, fairness and community benefit, and avoiding reliance on any single sector. A blended funding model is proposed, with no reliance on any single mechanism. Page 116
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Appendix 2 Moray Tourism 2036 Public Consultation Data 4683956 2026-04-27 19:36:33 I'm very pleased to see it so rooted in people and place, with recognition of Moray's enormous potential and deep heritage. I'm glad it recognises that Moray has the capacity to be a top class tourist destination but its been overlooked or misunderstood or options for growth and success under-explored in the past. There are parts of Moray that are overlooked but are very special. For instance, I hope that places like Keith can get the support it needs to really rise to this opportunity - funding is always an issue and ideas like making it A Scots Toun or linking it more into its rich history and as part of a whisky trail seem to be a good option. There are lots of people in Keith with some great ideas and ready to be part of an exciting new strategy, as much as other places in the region that perhaps have been more successful in drawing in visitors than others. I'd like to see a concerted effort to boost these places. I'm pleased to see such a focus on collaboration, capacity, capability and coordination as its through this that places like Keith can really come to life to the benefit of visitors, local businesses and the people who live there. And its got great cafes! The strategy promotes place-based development and collaboration to ensure all communities can realise their potential and contribute to the visitor economy. Page 117
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Report to: Economic Development and Infrastructure Services Committee Meeting Date: 16 June 2026 Report by: Executive Director Economy, Enterprise and Operations Author: Nicola Moss and Beverly Smith Contact Email: nicola.moss@moray.gov.uk beverly.smith@moray.gov.uk Subject: Operations and Environment and Growth, Planning and Climate Capital and Revenue Budget Monitoring to 31 March 2026 1. PURPOSE ☒ For Decision ☐ For Information 1.1 The purpose of this report is to scrutinise and note the quarter four position of 2025/26 regarding Operations and Environment and Growth, Planning and Climate Revenue and Capital budgets. 1.2 This report is submitted to Committee in terms of Section III (A) (2) of the Council’s Scheme of Administration relating to the consideration of Revenue and Capital budgets and long term financial plans. 2. SUMMARY 2.1 This report provides an update on the quarter four budgetary position 2025/2026 and comments on variances for the Revenue and Capital budgets for the period to 31 March 2026 regarding Operations and Environment and Growth, Planning and Climate, Revenue and Capital budgets. 3. RECOMMENDATIONS 3.1 It is recommended that Committee scrutinise and note the quarter four budget position for 2025/2026. Nicola Moss, Head of Operations and Environment Beverly Smith, Head of Growth, Planning and Climate (Chief Planning Officer) Item 10. Page 119
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4. BACKGROUND AND CONTEXT 4.1 The Performance Management Framework 2020 (page 27) requires that progress against Capital and Revenue expenditure and the Capital Plan is reported to the relevant Service Committee. Heads of Service have been tasked with reducing overspends and generally reducing expenditure back in line with budget. 4.2 Savings and increased charges to the Revenue budget were approved when the budget was set by Moray Council on 26 February 2025 (paragraph 3 of the minute refers). Updates have been presented to the Council quarterly as part of the full budget monitoring. 5. QUARTER 4 REVENUE BUDGET PERFORMANCE 5.1 Operations and Environment Quarter 4 (Q4) results are often impacted by timing issues, the detail of Q4 is set out in the table below. 5.2 The table below shows Operations and Environment Revenue Budget position for Q4 2025 / 2026. Service Area Annual Budget Q4 Actual Variance £000s £000s £000s Building Cleaning& Catering 8,119 7,964 155 Open Spaces 1,839 1,848 -9 Waste Management 8,627 8,457 170 Roads Management 5,357 6,004 -647 Fleet Services -1,644 -1,492 -152 Design Consultancy 1,250 1,281 -31 Traffic & Transportation Mgt 6,653 6,273 380 Marine Services -110 -3 -107 Operations and Environment - Directorate 212 213 -1 Operations and Environment - Efficiency savings 367 0 367 Operations and Environment Admin / Support /H&S 516 520 -4 Total 31,186 31,068 118 Page 120
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5.3 Environmental Services The table below shows Environmental Services Revenue Budget information for Q4 2025/2026. Service Area Annual Budget Q4 Actual Variance £000s £000s £000s Waste Management 8,627 8,457 170 Open Spaces 1,839 1,848 (9) Building Cleaning and Catering 8,119 7,964 155 Total 18,598 18,273 323 underspend 5.4 Waste is underspent at year end by £170K. Trade Waste income (£133K overspend) and Green Waste income (£29K overspend) did not meet the target. However, recycling net income is higher due to a favourable recycling market (£210K underspend) and the income from bulky waste collections is better than budget (£22K underspend). Fuel costs are also less than budgeted (£199K underspend) with a contributing factor to this being the cessation of using the BOMAG compactor at Dallachy Landfill. 5.5 Open Spaces achieved an overspend of £8K at year end. Income from burials was below target (97K overspend). Overspends were offset by underspends in other areas such as staffing (£185K) and material (£20K) costs.. The impact of dealing with Storm Floris and Storm Amy impacted on the budgetary position with additional unbudgeted works needing to be carried out to address storm damage and health and safety issues relates to trees. 5.6 Building Catering and Cleaning achieved an underspent of £155K at year end. An underspend on food costs (£23K), an underspend in materials (£13K) and an over achieved in income (£81K) , mainly resulting from favourable sales from secondary school meals, all contributed to the year end position. 5.7 Savings position at Q4 2025/2026 Red Saving not taken and won’t be achieved this year- if slipped into future years details given Amber Saving not taken and uncertain if it will be achieved in full this year Green Saving taken, or will be taken, in full Note: Where items show as amber and green, these have been split across two years, with the amber element carrying into 2026/27 savings. Description Red Savings Amber Savings Green Savings Total Reason for balance Page 121
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Approved when 2025/2026 budget set £000s £000s £000s £000s Waste Management- Dallachy 630 0 0 630 Savings not achieved and won’t be carried forward Waste Management – Reduce HWRC (Household Waste Recycling Centre) opening hours (close 1 weekday) 28 0 22 50 Original template suggested a number of sites would close but this proposal was reduced. Full saving will not be met. £28K saving will not be carried forward Waste Management- Close Dallachy HWRC 0 0 10 10 Waste Management- Dallachy Closure 30 0 0 30 Saving not achieved and won’t be carried forward Open Spaces – full cost recovery from HRA (housing revenue account) of inspection of play areas 10 0 18 28 £10k being retained and won’t be carried forward as a saving. 5.8 Roads Maintenance and Fleet Services The table below shows Roads and Fleet Revenue Budget information for Q4 2025/2026. Service Area Annual Budget Q4 Actual Variance £000s £000s £000s Roads Management 5,357 6,004 -647 (overspend) Fleet Services 1,644 1,492 152 (underspend) Total 7,001 7,496 -495 5.9 Roads Maintenance is made up of the budgets for general road maintenance works such as pothole repairs, cyclic gully cleaning, footway repairs, grass cutting and ditching repairs. In addition, this budget includes street lighting repairs, electricity costs and the provision of the Councils winter maintenance service. 5.10 There are variances across the different budget lines. Staffing underspends are due to vacancies, which necessitates the use of external contractors at a higher cost to ensure essential and core levels of service are maintained. Excluding winter maintenance, roads management reported an underspend of £480k. Page 122
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5.11 Winter Maintenance overspent by £1,123m. This is due to the impact of a few weather events of prolonged periods of snow and also the increase of salt prices which is affecting budgets. Salt usage was increased by 1363 tonnes and there was also a significant increase of 176 more Priority 1 treatments from the previous year. Expenditure is driven by the weather conditions and implementation of the approved winter plan (which is a requirement on the council). 5.12 Fleet reported to be £152,000 over budget. In a similar situation to Roads, there are long term staffing underspends in Fleet due to vacancies. However, following recent success in staff recruitment, has resulted in more work being undertaken in house and has seen a reduction in repair works that have previously been outsourced at higher prices. However, this has not completely balanced off through to reducing overspends on sub-contractors. There are overspends in spare parts, hire of additional vehicles for departments and accident damage are reflected against Fleet expenditure budgets, however Fleet recharge income to departments for ad hoc maintenance work done in the workshop and hire of additional vehicles exceed budget. Savings position at Q4 2025/2026 Red Saving not taken and won’t be achieved this year- if slipped into future years details given Amber Saving not taken and uncertain if it will be achieved in full this year Green Saving taken, or will be taken, in full Note: Where items show as amber and green, these have been split across two years, with the amber element carrying into 2026/27 savings. Description Red Savings Amber Savings Green Savings Total Reason for balance Approved when 2025/2026 budget set £000s £000s £000s £000s Roads Management – Roads Maintenance hire out of machinery 0 50 0 50 New machine was late arriving due to supply chain issues. Initial Interest from other LA’s has not materialised to date. Fleet – Lease Specialist Vehicles 0 76 0 76 It is unlikely that this will achieve savings this financial year but a full review is in progress. Roads Management – Gully Cleaning 0 20 30 50 £30k of the saving will be achieved 25/26. The remaining £20k will be taken 26/27. Roads Management – Street Lighting 8 0 42 50 Small variance, however £42k saving achieved to date. Page 123
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Fleet – Restructure DAR 0 0 24 24 N/A 5.13 Design Consultancy The table below shows Design Consultancy Revenue Budget information for Q4 2025/2026. Service Area Annual Budget Q4 Actual Variance £000s £000s £000s Design Consultancy 1,250 1,281 -31 5.14 The Design Consultancy revenue budget was overspent by £31,000, which equates to 2% of the budget. The reason for this overspend is staff shortages meant that the target for capital recharge and recoverable works was not achieved. 5.15 Marine Services The table below shows Marine Services Revenue Budget information for Q4 2025/2026. Service Area Annual Budget Q4 Actual Variance £000s £000s £000s Marine Services -110 -2.7 -108 Marine Services ended the year in surplus, but with a net shortfall against budget of £108k. Whilst income was on budget, in recent years income has exceeded expectation. The principle reason behind this (unbudgeted) variance is the downturn in whisky production with the resultant reduction in cargo for the maltings. Other income sources are being explored, including timber exports which are underway. Expenditure was better than budget for the dredger and there was also external dredging income in Q4. Expenditure in the harbours was higher than budget mainly relating to essential electrical works, energy costs, and essential works to the cargo sheds. 5.16 Transportation The table below shows the Transportation Revenue Budget information for Q4 2025/2026. Service Area Annual Budget Q4 Actual Variance £000s £000s £000s Traffic & Transportation Mgt. 6,653 6,273 380 Transportation saw an underspend at year end in the revenue position. This was mainly as a result of better than budget income relating to streetworks, with particularly high levels of utility works during the year. This will be monitored to identify any potential long term trends that could be incorporated into budget. m.connect services operated better than budget, and the public transport unit as a whole delivered within budget. There was a shortfall of income Page 124
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in car parks of £225k. Whilst acknowledging this shortfall, the car park income has been lower than budget as a long standing position since Covid and various workstreams are targeted to increasing income including the ability to purchase season tickets via the parking app. It is pleasing to note that the actual income for 25/26 was £22k better than 24/25 showing a positive trend. 5.17 Growth, Planning and Climate The table below shows Growth, Planning and Climate Revenue Budget information for Q4 2025/2026. Service Area Annual Budget Q4 Actual Variance £000s £000s £000s Economy and Enterprise 1,039 699 340 Strategic Planning and Development 122 -162 284 Moray Growth Deal 151 121 30 Total 1,312 658 654 5.18 Economy and Enterprise variance includes £170k Coastal Communities Grant Funding to be carried forward and £70k Fairer Futures Fund. Also one-off £93k receipt from Grampian Venture Capital Fund. 5.19 Strategic Planning and Development variance includes £272k Pride in Place Capacity Funding to be carried forward. 5.20 Moray Growth Deal variance includes professional fees underspend, with Scottish Government funding utilised for a consultancy award during Q4. CAPITAL BUDGETS 5.21 Environmental Services Project Capital Budget 2025/26 Actual Expenditure Q4 Forecast Q4 Actual Q4 Variance £000s £000s £000s £000s £000s Waste Mgt Dallachy Landfill site final capping 1,368 1,064 303 39 264 Upgrade Recycling Centres (building) 40 67 68 55 13 Page 125
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Upgrade Recycling Centres (equipment) 25 25 0 0 0 Domestic and Trade Waste Bins 63 27 80 44 36 NESS Energy from Waste 150 16 121 0 121 Total 1,646 1,199 572 138 434 Open Spaces Cemetery Provision in Elgin 3,339 2,612 1,501 774 727 Cemetery Provision in Moray 30 30 24 24 0 Parks and Open Spaces Infrastructur e 25 24 11 10 1 Children’s Play Areas (Scottish Government funded) 659 386 222 141 81 Total 4,053 3,052 1,758 949 809 Facilities Facilities Management Equipment 9 7 3 1 2 TOTAL 5,708 4,258 2,333 1,088 1,245 5.22 Whilst the final capping works at Dallachy landfill have been completed, there are still some compensation events with the contractor that are still to be concluded. These will be finalised in 2026/27 and the works will be completed within the budget allocation. 5.23 The upgrade to recycling centre budget has been overspent but has been supported by underspends in other areas. The alternative access to Mycroft has now been completed and the footpath is open. Degraded storage bays have also been replaced at Chanonry Household Waste and Recycling Centre. 5.24 The full budget provision has been spent on procuring new skips for the Household Waste and Recycling Centres. Page 126
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5.25 With regards the purchased of domestic and trade waste bins a reimbursement was received from the bin supplier regarding bins procured in 2024/25. These additional funds increased the budget available for procuring bins. 5.26 The construction work for Elgin Cemetery has been completed. There will now be a period of time to allow the ground to settle, and vegetation to establish, before the cemetery is used. The expected timescale for use in circa quarter 4 of 2026/27. The underspend in quarter 4 of 2025/26 is primarily due to the value engineering exercises which have taken place as part of the construction. The underspend will be reallocated back to some of the projects which were defunded in support of the Elgin cemetery project. 5.27 As previously reported to this Committee on 29 April 2025, due to the incorrect application of capping at the beginning of the financial year, there was no budget allocation for the cemetery provision in Moray or parks and open spaces infrastructure. This was addressed by Finance in quarter 3 (December 2025), and there was a reinstatement of the budget for Q4. Given the time restrictions, only limited works were able to be carried out in quarter 4. 5.28 The upgrade of the play areas was delivered in line with the plan, including new play areas at Hopeman and Randolph Lane. Whilst orders have been committed in 2025/26, installation timelines will mean that completion of the main play areas scheduled for an upgrade in 2025/26, such as Alice Littler Park, will be completed in 2026/27. 5.29 The budget for Facilities is used to replace equipment needed for service delivery, such as replacement hoovers, scrubbers. 5.30 Roads Maintenance and Fleet Services Capital Project Capital Budget 2025/ 2026 Actual Expenditure Q4 Forecast Q4 Actual Q4 Variance £000s £000s £000s £000s £000s Roads Improvements Carriageway resurfacing/ reconstruction / surface dressing 2,490 2490 280 108 0 Drainage and other works 270 267 193 101 3 underspend Footways 50 73 21 14 23 overspend Street Lighting Street Lighting 522 542 181 69 20 overspend Sub total Fleet Page 127
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Vehicle Replacement Programme 2,362 2,011 844 637 £351K underspend MOT Spend to Save 49 49 - - 0 TOTAL 5,718 5.31 The capital budgets ensure investment within the road, footpath, drainage and street lighting assets are used to preserve the long term make up of these asset types and involve adopting an asset management approach. 5.32 Within the roads resurfacing capital budget allocation, a full expenditure has been achieved. 5.33 The named capital schemes funded from 25/26 capital allocation have been completed as planned. This included completion of C1H landslip, A939 landslip Creag Chalcaidh quarry and works at Main street, Buckie. 5.34 The street lighting column replacement programme which prioritises replacing oldest columns first slightly overspent due to an increase in core material costs. 5.35 Spend to Quarter 4 totalled £2,060,000 against a forecast spend to date of £2,411,000, resulting in an underspend of £351,000. Fleet Services operates a ten year vehicle and plant replacement programme to ensure assets are replaced at the optimum point, taking account of residual value, maintenance costs and downtime. 5.36 The underspend was attributed to a number of vehicles that had been ordered but not delivered due to factory and build issues. Without these delays the full allocation of budget would have been spent. 5.37 Design Consultancy Capital (including Harbours Infrastructure) Project Capital Budget 2025/26 Actual Expenditure Q4 Forecast Q4 Actual Q4 Variance £000s £000s £000s £000s £000s Bridges A941/340 New Bishopmill Bridge 420 391 189 189 0 B9015/30 Sourden 0 0 0 0 0 U57H/11 South Arndilly 0 0 0 0 0 Removal of Footbridges 0 0 0 0 0 Blackhills Culvert 335 365 0 0 0 Sanquhar Loch Footbridge 0 0 0 0 0 Page 128
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Road Improvements B9016 Landslip Repair 65 4 61 3 58 C1H Landslip 345 168 0 0 0 Glenlivet 70 0 0 0 0 15 Main St Buckie retaining wall 30 17 0 0 0 Buckie North Street Wall 150 105 45 40 5 Landslip Feasibility Studies 23 0 0 0 0 A939 Landslip Creag Chalcaidh Quarry 175 137 0 0 0 Flood Risk and Coastal Mgt Coastal Adaption Plan 20 0 20 16 4 Coastal Adaption Plan – Real Time Monitoring 102 71 21 21 0 Anti Tank Assessment 36 8 36 8 28 Project Capital Budget 2025/26 Actual Expenditure Q4 Forecast Q4 Actual Q4 Variance £000s £000s £000s £000s £000s Lossiemouth Christmas Trees- Phase 2 19 11 14 6 8 Development of Simple Assessment Guide 23 20 9 9 0 Cullen Seawall assessment 75 31 75 31 44 Millbuies drawdown 75 23 75 23 52 Findhorn Coastal Erosion 10 10 0 0 0 Harbours Page 129
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Navigation Light Buckie Harbour 125 109 0 0 0 Buckie Weighbridge 22 21 21 0 1 Pier 1 joints 124 105 98 88 10 Harbour Capital life expired 357 318 0 0 0 Pontoons 33 18 27 12 15 Portknockie Middle Pier Design 35 30 0 0 0 Cullen Viaduct repairs 2 2 0 0 0 Cullen West Pier 49 14 49 14 35 TOTAL 2,720 5.38 The work to repair the landslip on the B9016 has been delayed due to reduced staff resources. The contract for this work has been awarded and it will now be completed in 2026/27. Investigation works at Buckie North Street are ongoing and are anticipated to be completed early in 2026/27. Work to the assessment of anti tank defences on coastal erosion has been delayed due to the complexity of the investigation. The contract for this work has been awarded and work is expected to be completed early in 2026/27. Design work for the provision of a drawdown facility at Millbuies Reservoir is near completion and an allowance for construction works is in the capital plan for 2026/27. Work to repair the Pier 1 joints at Buckie Harbour have been delayed due to bad weather and operational requirements and these will be completed in early 2026/27. Works to Cullen West Pier are ongoing and will be completed in 2026/27. 5.39 Transportation Capital - The table below shows Transportation Capital Budget information for 2025 /2026. Project Capital Budget 2025/ 2026 Actual Expenditure Q4 Forecast Q4 Actual Q4 Variance £000s £000s £000s £000s £000s Car Parks Car Park Capital Improvements 26 26 7 10 -3 Traffic Road Safety Provision 70 35 57 22 35 Disability Adaptions 50 50 2 12 -10 Page 130
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New Road Signs and Markings 37 37 24 16 8 Traffic data Collection Equipment 27 27 57 0 57 Traffic Signal Replacement 52 15 0 0 0 Active Travel Active Travel 500 407 0 296 -296 TOTAL 762 598 147 356 -209 5.40 At Quarter 4 activities within Traffic were reprofiled as required to ensure budgets were balanced and works programmes adjusted. This includes carry forward of £35k Road Safety budget to support remedial works at Lossiemouth Cemetery and for outstanding works orders. For Traffic Signals Replacement there was unexpected additional cost for the replacement of part of the Fochabers traffic signal installation. This resulted in insufficient funds within the 25/26 financial year to replace a pedestrian crossing that had been programmed. Budget of £37k is being carried forward to undertake these works. Underspend of £93k grant funding from the Active Travel Infrastructure Fund will be used as a contribution towards the Rothes Way and Levelling Up Fund Active Travel projects in 26/27. Growth, Planning and Climate Capital Budget 5.41 Economy and Enterprise Capital – The table below shows Economy and Enterprise Capital Budget information for 2025/2026 Project Capital Budget 2025/ 2026 Actual Expenditure Q4 Forecast Q4 Actual Q4 Variance Funded Spend £000s £000s £000s £000s £000s Town Centre Initiative Fund (match funding FCHS) Forres Conservation & Heritage Scheme 304 0 0 0 0 PBIF Place Based Investment (match funding for FCHS) 567 368 198 368 -170 TOTAL 871 368 198 368 -170 Page 131
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5.42 Forres Conservation and Heritage Scheme (FCHS) is a 5-year delivery programme and no spend is forecast in 2025/2026. Capital spend will commence on delivery of projects. Actual Place Based Investment funding (PBIF) spend includes the Town Centre Capital Grant Scheme and purchase of Former Gordon Arms Hotel. £202k is allocated to FCHS and will be carried forward as above. 5.43 Moray Growth Deal – The table below shows Moray Growth Deal Capital Budget information for Q4 2025/2026. Project Capital Budget 2025/ 2026 Actual Expenditure Q4 Forecast Q4 Actual Q4 Variance £000s £000s £000s £000s £000s Moray Growth Deal 10,855 5,421 2,841 1,791 1,050 5.44 Underspend variance predominantly due to two main issues: - Cultural Quarter: Budget allocation was set when the construction procurement tender was live for Elgin Town Hall. The tender process elongated due to the use of the NEC contract x22 clause and the contractors cash flow plan was not available until Q4. - South Street: Legal activity between partners has taken longer than anticipated, delaying the start date for construction activity and the ability to draw down funding. UHI confirmed that the project entered delivery at the end of March and all parties signed agreements relating to South Street on 23 April. 6. SUMMARY OF IMPLICATIONS 6.1 The table below shows whether risks and implications apply if the recommendations are agreed: SUBJECT YES NO Corporate Plan and 10 Year Plan (Local Outcome Improvement Plan) X Policy and Legal X Financial X Risk X Staffing X Best Value and Transformation X Property X Information Communications Technology/Digital X Equalities. Social Inclusion and Economic Impact X Climate Change, Biodiversity and Sustainability X 6.2 Corporate Plan and 10 Year Plan (Local Outcomes Improvement Plan (LOIP)) Page 132
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Improved Collaborative Leadership, as part of continuous improvement through Best Value, will better enable the Council to fulfil the ambitions set out in its strategic plans. a) Links to Council Corporate Plan – The proposals in this report support and contribute to improved outcomes for communities as outlined in the following Council Plan strategic priorities: ☐ Tackle Poverty and Inequality. ☐ Build Stronger Greener Vibrant Economy. ☐ Build Thriving, resilient, empowered Communities. b) Links to Local Outcomes Improvement Plan – The proposals in this report support and contribute to improved outcomes for communities as outlined in the following Local Outcomes Improvement Plan priorities: ☐ Developing a diverse, inclusive, and sustainable economy ☐ Building a better future for our children and young people in Moray. ☐ Empowering and connecting communities. ☐ Improving wellbeing of our population 6.3 Policy and Legal There are no policy or legal implications arising directly from this report. 6.4 Financial The financial implications are highlighted within the report. 6.5 Risk Budget managers are aware of their responsibilities for managing budget allocations and approval for variance will be sought from Committee in line with the Financial Regulations. 6.6 Staffing There are no staffing implications arising from this report. 6.7 Best Value and Transformation There are no Best Value and Transformation implications arising from this report. 6.8 Property There are no Property implications arising from this report. 6.9 Information Communications/Technology/Digital There are no Communications/ Technology/Digital arising from this report. 6.10 Equalities, Social Inclusion and Economic Impact There are no equalities implications arising from this report because the report informs the Committee on budget monitoring. Any identified savings proposals referenced in the repot will be subject to an individual integrated impact assessment (IIA) to identify any specific impacts where relevant. 6.11 Climate Change and Biodiversity Impacts There are no climate change or Biodiversity impacts arising from this report. Achieving net zero will have significant implications for future planned capital expenditure. 7. CONSULTATION Page 133
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7.1 This report has been prepared in consultation with Executive Director Economy, Enterprise and Operations, Head of Operations and Environment, Head of Growth, Planning and Climate (Chief Planning Officer), Chief Financial Officer, Service Manager Legal Services, Equalities Officer, Service Manager Democratic Services, Service Manager, People Management, Operations and Environment Management Team and Budget Managers. Any comments have been taken into consideration. 8. BACKGROUND PAPERS 8.1 None. Page 134
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Report to: Economic Development and Infrastructure Services Committee Meeting Date: 16 June 2026 Report by: Executive Director, Economy, Enterprise and Operations Author: Suzanne Wilson Contact Email: performance@moray.gov.uk Subject: Performance Report (Growth, Planning and Climate) – Period to March 2026 1. PURPOSE ☒ For Decision ☐ For Information 1.1 The purpose of this report is to scrutinise performance in areas of Service Planning, Service Performance and other related data to the end of March 2026 and note actions being taken to improve performance where required. 1.2 This report is submitted to Committee in terms of Section III (A) (4) of the Council’s Scheme of Administration to monitor performance in accordance with the Council’s Performance Management Framework. 2. SUMMARY 2.1 At the end of March 2026, actions relating to the Growth, Planning and Climate Service Plan for 2025-28 was 52% complete. Progress against Service Plan Priorities and operational Service Performance Indicators is presented in the table and charts below. Planning related actions are included in the overall achievement percentage; however detailed exception reporting of these will be presented to the Planning & Regulatory Services Committee on 02 July 2026. 2.2 In response to questions around RAG tables and charts, an annotation prompt sheet giving clarity on the data presented is available here. Item 11. Page 135
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3. RECOMMENDATIONS 3.1 It is recommended that Committee; i) scrutinises and notes performance in areas of Service Planning, Service Performance and other related data to the end of March 2026; and ii) notes actions being taken to improve performance where required. Page 136
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Suzanne Wilson Research and Information Officer 4. BACKGROUND AND CONTEXT 4.1 Each service plan sets out the planned strategic and service level priorities and outcomes it intends to deliver in the coming year aligning closely with financial planning, corporate and community planning partnership strategic priorities. 4.2 Service Plan actions are weighted to reflect priority ratings. Actions with higher priorities receive greater weightings which contribute more to the overall delivery of the Plan. Progress on Service Plan priorities and outcomes and key areas of operational performance is reported by exception, highlighting successes and giving assurances around the challenges and actions to support. Links to Service Plan Actions, priority ratings and weightings and Performance Indicators can be accessed within the background papers section of this report. 4.3 Complaints are reported in terms of time taken to respond, outcomes and learning points. Links to Complaints tables can be accessed within the background papers section of this report. 4.4 Latest Local Government Benchmarking Framework (LGBF) results for 2024/25 are published throughout the year with final refresh of data around June 2026. The full suite can be viewed via the LGBF Dashboard. Published indicators for this service have been incorporated with the relevant section of this report depending on whether used to evidence progress against strategic, service level or service performance priorities. LGBF indicator targets and RAG status in the backing tables is now based on ranking thresholds aligning with exception reporting. 4.5 The Scottish Local Authorities Economic Development Group (SLAED) publishes a series of performance measures annually to support local economic development. This data, based on returns submitted by each local authority, aims to; evidence and publicise the contribution economic development activities make to Scotland’s economy, provide a basis for collating consistent data to better understand impact and identify areas for improvement. SLAED are in the final stages of developing a Performance Dashboard that will cover all indicators gathered and provide family group and national comparisons. This is expected to be available by the end of May. With no capacity to complete a separate report, latest data for 2024/25 has been included within backing tables where appropriate and a summary provided from paragraph 5.15. 4.6 The Sustainable Development Statement was approved by the Corporate Committee on 5 November 2024 (para 16 of the Minute refers). The Statement Page 137
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draws out the way in which sustainable development is embedded in the Corporate Plan 2024-29 and wider corporate policies, strategies, and plans with progress being reported through several updates and reports, one of which is quarter 4 performance reporting. Service Plan actions and indicators that underpin the delivery of Sustainable Development Goals are highlighted in the backing table documents and comment where relevant is incorporated in this report. An overview of progress will be presented in the annual Corporate Plan progress update. 5. PROPOSALS Successes – Service Plan Strategic and Service Level Outcomes and operational Service Performance 5.1 Work is on track with the Moray Growth Deal with the achievement of the interim target for 7 out of 8 projects to be in delivery by the end of March. The Strategic Outline Case for the 8th project has been approved by the Programme Board, with governance approvals and the business case expected to progress early 2026/27. (Strategic Level Action EGDS25-28 Strat 4.1) 5.2 Public feedback was incorporated into the Neighbourhood Board 10-year Vision and Regeneration Plan and the submission deadline to the UK Government was successfully met. Officers will work with board members to progress this plan through delivery of the Pride in Place programme included in the Service Plan Year 2 refresh for 2026/27. (Service Level Action EGD25-28 Serv 5.1.1) 5.3 All Climate Change actions for 2025/26 are complete. The Routemap to Net Zero has been updated, the Biodiversity Strategy 2026-2036 was approved by Council on 6 May 2026 (item 7 of the Agenda refers) and the Climate Change Strategy 2025-2035 will be submitted in June. Just Transition work has progressed with three projects from the agreed shortlist moving forward to funding application. Engagement activities and development of Just Transition proposals will be the focus of Climate Change work in 2026/27. (Service Level Actions EGD25-28 5.3.1-5.3.4) 5.4 Following the implementation of revised absence management procedures, the annual recorded absence rate for Growth, Planning and Climate has decreased significantly from 5.01% in 2024/25 to 2.97% in 2025/26. During the same period, the corporate absence rate declined from 6.1% to 5.94%. This indicates a strong rate of improvement within the service. To improve absence monitoring further, data covering days lost per FTE are currently being reviewed by Human Resources. (Service Level Action EGD25-28 Serv 5.5, Service Level PIs EGD001 and EGD001a) 5.5 Moray remains in the top quartile for two LGBF Performance Indicators linked to Tackling Climate Change. C02 emissions from electricity and natural gas consumption are significantly below both national and family group averages Page 138
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with Moray ranked 5th out of 32 authorities for both indicators. (LGBF PIs CLIM04 and CLIM05) Challenges and actions to support – Service Plan Strategic and Service Level Outcomes and operational Service Performance 5.6 Delivery of some milestones linked to the Community Wealth Building Strategy and Action Plan will continue beyond original target timescales. Progress has been made to develop a regional Socio-Economic Benefits Plan and, following approval at Full Council on 25th February (para 9 of the Minute refers), this work will continue with the support of external consultants funded through Transformation reserves. In the meantime, work to increase local and regional spend has continued with feedback from a recent senior manager workshop incorporated into the final Centre of Local Economic Strategies (CLES) report on strengthening community wealth. A summary of the report’s recommendations will be provided to a future meeting of this committee. (Strategic Level Action EGD25-28 Strat 4.2) 1 5.7 Although two Employability focused actions progress out with expected due dates, all locally set performance indicators linked to this work have achieved target or show an improving trend. A recent Moray Pathways event brought together local employers and training providers from a range of sectors, enabling key stakeholders to identify what is working well and where improvements can be made. A roadmap to build on this work is currently being finalised. An application for onshore skills funding has been submitted to further enhance the Sector Based Work Academy Programme (SWAP). In addition, recent marketing of the Parents in Poverty project has been effective, with an increase in recorded referrals. The School-Aged Childcare Project continues to expand provision, with additional after school activities currently in development with Elgin City Football Club. Both Employability actions will continue as part of the Service Plan Year 2 refresh for 2026/27. (Strategic Level Actions EGD25-28 Strat 4.3 and 4.4, Strategic Level PIs EGD105-108, EGD101 and ENVDV270) 5.8 Latest LGBF data shows the proportion of people earning less than the Living Wage increased to 16.2% in 2024/25, up from 14.4% the previous year. 29 authorities returned data for this indicator, with Moray placed 25th nationally and 7th within the family group. This indicator covers people working within the local authority area, not earning the Living Wage; an annually revised, voluntary wage rate based on the calculated cost of living that can rise sharply in response to increasing inflation, housing, food and energy costs. An increase in those earning less than this rate indicates affordability issues for both workers and employers. For workers, it suggests a reduction of jobs in the area where pay keeps pace with the cost of living, while for employers, it suggests less may have the ability to pay the living wage. This could be particularly relevant for lower margin sectors such as hospitality, food manufacturing and social care, which are well represented in Moray’s local economy. (Strategic Level LGBF PI ECON07) Page 139
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5.9 Unemployed people assisted into work from council programmes has increased to 10.4% during 2024/25, however with a national average of 14.2%, Moray remains in the lowest quartile ranked 25th out of 32 authorities. With a comparator average of 12.6%, Moray is placed 6 out of 8 within the family group. Moray Pathways continue to work towards improving access to employment and training and provides ongoing support through childcare expansion and other initiatives. Of the 135 people supported into work in 2024/25, 79% sustained this for over 13 weeks. (Strategic Level LGBF PI ECON01, SLAED PI OC13) 5.10 Investment in Economic Development & Tourism (per 1,000 population) increased slightly during 2024/25 to £89,085 however against a national average of £138,745, Moray remains in the lowest quartile ranked 25th out of 32 authorities and 8th in the family group. Work to grow tourism in the area has progressed with an updated Tourism Strategy awaiting final approval and projects such as the Cultural Quarter ongoing. Other tourism related activity includes the Campervan and Motorhome pilot currently in place at Burghead following a public consultation. (Service Level LGBF PI ECON06) 5.11 Moray is ranked in the lowest quartile for C02 emissions within the scope of local authority influence (ranked 32nd out of 32 authorities based on 2023/24 data) and C02 emissions from transport (ranked 29th out of 32). As per paragraph 5.3, the Routemap to Net Zero has been updated and revised Climate Change and Biodiversity Strategies are in place. All take account amended targets and the pace and level of available investment. (Service Level LGBF PIs CLIM02 and CLIM03) Complaints and MP/MSP Enquiries 5.12 Due to reporting issues, details of complaints received between January and March 2026 are not yet available. 5.13 During the three months to the end of December 2025, Growth, Planning and Climate closed 12 complaints; six at Frontline, four as Investigative and two Escalated. Following investigation, all 12 complaints were closed as not upheld. 5.14 Growth, Planning and Climate received 27 MP/MSP enquiries during the second half of 2025/26, with planning and wildlife concerns the most common issues. Other Performance (not included in the Service Plan) 5.15 Data published by the Scottish Local Authorities Economic Development (SLAED) Performance Framework for 2024/25 highlights positive trends across several key indicators. Overall Economic Development & Tourism expenditure increased to £8,464,000 due to higher revenue spend. The number of businesses supported through Economic Development activity increased Page 140
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alongside improvements with both the number of Business Gateway unique customer accounts and participation in council funded employability activities. (SLAED I1, SLAED OP1, OP2 and OP4) 5.16 The significant increase in reported additional external funding to £42,924,000 reflects successful bids associated with the final year of the UK Shared Prosperity Fund, Place Based Investment Fund, Levelling Up Fund, Plan for Neighbourhoods and the Coastal Community Fund. (SLAED OC11) 5.17 Employment increased from 71.9% to 74.8%; slightly above both the family group and national averages while Gross Value Added per capita increased above the family group average to £28,220 (based on available 2023 data). (SLAED OC3 and OC1) 5.18 Workforce based Gross Median Weekly earnings (measuring pay by location of employment and indicating local job market strength) rose by 11% to £762.70; above the national average of £760.97. Residence based Gross Median Weekly earnings (measuring pay by where employees live, reflecting local resident wealth) also improved, rising 3% to £658.80, however this remains significantly below both family and national averages. Although these increases are to be welcomed, they should be considered alongside the increase in those earning less than the living wage (paragraph 5.7 refers) which suggests recent pay growth has not been evenly distributed. (SLAED OC2a and OC2b) 5.19 Worsening short term trends were evident with business start-ups and the 3- year business survival rate however attendees at Business Gateway events and the number of companies registered with the Supplier Development Programme increased slightly. (SLAED OC4, OC5, A1 and A3) 5.20 The proportion of working age population with no qualifications also rose sharply from 7.6% in 2023/24 to 13.8% in 2024/25. Source data shows the number of individuals involved increased from 4,500 to 8,200 with no change in the overall working age population. Across all authorities, Moray was one of seven to record a significant increase during 2024/25. This increase does not however appear to represent a long-term trend. More recent data, not yet published by SLAED but available via NOMIS, indicates that during 2025, the number of working age individuals with no qualifications, fell to 3,600, representing 6% of the working age population. This sharp fall in 2025 to below the 2023/24 baseline suggests the one-year increase is likely a statistical issue. Data for this indicator is taken from the ONS Annual Population Survey and is based on respondent answers from a relatively small sample size which, for smaller geographies like Moray, can lead to subject volatility. (SLAED OC7) Case Studies 5.21 The Progress for Parents project, delivered by Moray Pathways in partnership with the Employability Team and Community Learning and Development (Adult Page 141
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& Family Learning), was recognised at the recent Learning Partnership Awards in February, receiving the Family Learning Award. This project, initially launched in Buckie, provides person-centred support to parents enabling them to overcome personal challenges and progress into volunteering, training or employment. Following on from this success, sessions are now also available in Forres and Lossiemouth with expansion into Elgin planned for late 2026. 5.22 When the Cultural Quarter Project Full Business Case (FBC) was considered at Moray Council on 4 December 2024, approval was granted to fully fund phase 1 (Elgin Town Hall), with all remaining funding applied to phase 2 (Grant Lodge). At this time, £4.2m of Growth Deal funding was available. Subsequently, during 2025/26, £4.7m of external funding has either been secured or is at a second stage of approval. This increases the funding available for the restoration of Grant Lodge to 79% of the full project cost. Alongside this, the Project Team also helped the Grant Lodge Trust secure £10k from the Architectural Heritage Fund. This will be used during 2026/27 to appoint a Development Officer to assist in developing a fundraising plan, update the business plan for Grant Lodge and support capacity building and improved governance for the Board. The project team will provide an update to Council in Quarter 3 2026/27 and seek approval for next steps with the project. Consultation and Engagement 5.23 During the reporting period, public consultation was undertaken through Moray Engage for the Climate Change and Biodiversity Strategies, allowing additional information such as interactive maps to be shared. A good response was received, particularly in relation to Biodiversity, with comments and suggestions incorporated into final versions of both plans. Moray Engage was also the platform used to support the successful Coastal Community Fund public vote, with 5,000 visitors to the page and over 2,600 engaging in the final vote. 6. SUMMARY OF IMPLICATIONS 6.1 The table below shows whether risks and implications apply if the recommendations are agreed: SUBJECT YES NO Corporate Plan and 10 Year Plan (Local Outcome Improvement Plan) X Policy and Legal X Financial X Risk X Staffing X Best Value and Transformation X Property X Information Communications Technology/Digital X Page 142
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Equalities. Social Inclusion and Economic Impact X Climate Change and Biodiversity Impact X 6.2 Corporate Plan and 10 Year Plan (Local Outcomes Improvement Plan (LOIP)) Improved Collaborative Leadership, as part of continuous improvement through Best Value, will better enable the Council to fulfil the ambitions set out in its strategic plans. a) Links to Council Corporate Plan – The proposals in this report support and contribute to improved outcomes for communities as outlined in the following Council Plan strategic priorities: ☐ Tackle Poverty and Inequality. ☒ Build Stronger Greener Vibrant Economy. ☒ Build Thriving, resilient, empowered Communities. b) Links to Local Outcomes Improvement Plan – The proposals in this report support and contribute to improved outcomes for communities as outlined in the following local Outcomes Improvement Plan priorities: ☒ Developing a diverse, inclusive, and sustainable economy ☐ Building a better future for our children and young people in Moray. ☐ Empowering and connecting communities. ☐ Improving wellbeing of our population 6.3 Policy and Legal The Council has a statutory requirement to publish a range of information that will demonstrate that it is securing best value and assist in comparing performance both over time and between authorities where appropriate. 6.4 Financial None arising from this report. 6.5 Risk None arising from this report. 6.6 Staffing None arising from this report. 6.7 Best Value and Transformation How councils plan for, manage and report on performance is a key area of focus in external audit work, particularly on best value. 6.8 Property None arising from this report. 6.9 Information Communications/Technology/Digital Page 143
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None arising from this report. 6.10 Equalities, Social Inclusion and Economic Impact None arising from this report. 6.11 Climate Change and Biodiversity Impacts None arising from this report. 7. CONSULTATION 7.1 This report has been prepared in consultation with the Head of Growth, Planning and Climate (Chief Planning Officer), relevant Service Managers and Lissa Rowan, Committee Services Officer and any comments made have been incorporated. 8. BACKGROUND PAPERS 8.1 Service Plan Actions Service Plan Performance Indicators Service Performance Indicators Service Complaints Page 144
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Report to: Economic Development and Infrastructure Services Committee Meeting Date: 16 June 2026 Report by: Executive Director, Economy, Enterprise and Operations Author: Suzanne Wilson Contact Email: performance@moray.gov.uk Subject: Performance Report (Operations and Environment) – Period to March 2026 1. PURPOSE ☒ For Decision ☐ For Information 1.1 The purpose of this report is to scrutinise performance in areas of Service Planning, Service Performance and other related data to the end of March 2026 and note actions being taken to improve performance where required. 1.2 This report is submitted to Committee in terms of Section III (A) (4) of the Council’s Scheme of Administration to monitor performance in accordance with the Council’s Performance Management Framework. 2. SUMMARY 2.1 At the end of March 2026, actions relating planned work against the Operations and Environment Service Plan for 2025-28 was 92% complete. Progress against Service Plan Priorities and operational Service Performance Indicators is presented in the table and charts below. 2.2 In response to questions around RAG tables and charts, an annotation prompt sheet giving clarity on the data presented is available here. Item 12. Page 145
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3. RECOMMENDATIONS 3.1 It is recommended that Committee; i) scrutinises and notes performance in areas of Service Planning, Service Performance and other related data to the end of March 2026; and ii) notes actions being taken to improve performance where required. Suzanne Wilson Research and Information Officer Page 146
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4. BACKGROUND AND CONTEXT 4.1 Each service plan sets out the planned strategic and service level priorities and outcomes it intends to deliver in the coming year aligning closely with financial planning, corporate and community planning partnership strategic priorities. 4.2 Service Plan actions are weighted to reflect priority ratings. Actions with higher priorities receive greater weightings which contribute more to the overall delivery of the Plan. Progress on Service Plan priorities and outcomes and key areas of operational performance is reported by exception, highlighting successes and giving assurances around the challenges and actions to support. Links to Service Plan Actions, priority ratings and weightings and Performance Indicators can be accessed within the background papers section of this report. 4.3 Complaints are reported in terms of time taken to respond, outcomes and learning points. Links to Complaints tables can be accessed within the background papers section of this report. 4.4 Latest Local Government Benchmarking Framework (LGBF) results for 2024/25 are published throughout the year with final refresh of data around June 2026. The full suite can be viewed via the LGBF Dashboard. Published indicators for this service have been incorporated with the relevant section of this report depending on whether used to evidence progress against strategic, service level or service performance priorities. LGBF indicator targets and RAG status in the backing tables is now based on ranking thresholds aligning with exception reporting. 4.5 The Sustainable Development Statement was approved by the Corporate Committee on 5 November 2024 (para 16 of the Minute refers). The Statement draws out the way in which sustainable development is embedded in the Corporate Plan 2024-29 and wider corporate policies, strategies, and plans with progress being reported through several updates and reports, one of which is quarter 4 performance reporting. Service Plan actions and indicators that underpin the delivery of Sustainable Development Goals are highlighted in the backing table documents and comment where relevant is incorporated in this report. An overview of progress will be presented in the annual Corporate Plan progress update. 5. PROPOSALS Successes – Service Plan Strategic and Service Level Outcomes and operational Service Performance 5.1 All planned milestones for Phase 2 of the Bus Revolution project have been achieved with the Speyside weekend service now fully operational. In addition, AI simulation work is complete providing robust, data led insights that will Page 147
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inform future operational decisions and strategic planning across the programme. Work now progresses to Phase 3 which will be monitored as part of the Service Plan Year 2 refresh. (Strategic Level Action ECS25-28 Strat 4.1) 5.2 Two Asset Management actions linked to Consultancy completed as planned. Following approval by this committee on 10th March 2026, a new prioritisation methodology for non-network bridges has been implemented, enabling clear spend priorities for the available budget. In addition, the rate of Principal Inspections undertaken on the council’s network bridges has improved with 66 undertaken during 2025/26 along with a further five retaining wall inspections. (Service Level Actions ECS25-28 Serv 5.1.2 and 5.1.3 and Service Level PI ECSCON01) 5.3 Following an efficiency review of the Winter Maintenance programme, the Winter Service Operational Plan was updated within agreed timescales, ensuring improved service delivery and compliance with regulatory measures. (Service Level Action ECS25-28 Serv 5.2.2) 5.4 A review of the Coastal Adaption Plan, finalised in 2025, concluded no interim report is required at this stage. Instead, focus will move to delivering a final report in line with the Flood Risk Management Cycle. An action covering this work is included in the Service Plan Year 2 refresh for 2026/27. (Service Level Action ECS25-28 Serv 5.2.6) 5.5 Following the implementation of revised absence management procedures, the annual recorded absence rate for Operations and Environment has fallen from 7.26% in 2024/25 to 6.65% in 2025/26. During the same period, the corporate absence rate declined from 6.1% to 5.94%. This indicates a strong rate of improvement within the service against the Council overall. To support further improvements, data covering days lost per full time equivalent (FTE) is currently being reviewed by Human Resources. (Service Level Action ECS25- 28 Serv 5.6.1 and Service Level PIs ECS001 and ECS001a) 5.6 During quarter 4, the Travel Tracker programme remained at full capacity with the maximum number of schools registered. As a result, the number of active journeys in Moray reached the highest level to date at 123,323. Looking ahead, changes to funding arrangements between HITRANS and Living Streets mean the Travel Tracker programme will be discontinued. At this stage, a replacement programme is yet to be confirmed. (Service Level PI ECSTTM05) 5.7 All four Compliance & Efficiency performance indicators linked to the pool car scheme, have improved and achieved or exceeded targets. Grey mileage claims by council staff have declined in line with an increase in total mileage undertaken by pool cars. As a result, net savings achieved during the year have increased from £81,215 to £95,516. (Service Level PIs ECSRMF03, 19, 20 and 21) Page 148
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5.8 Four LGBF cost indicators relating to Operations and Environment remain in the top quartile. Net cost of waste collections per premise was £35.10, well below the national average of £77.26 ranking Moray 2nd nationally and 1st in the family group. Net cost of street cleaning per 1,000 population was £8,083 against the national average of £17,869 ranking Moray 2nd nationally and 1st in the family group. Cost of maintaining roads per kilometre was £6,827 compared to £13,629 nationally, placing Moray 5th and 1st in the family group. Cost of parks and open spaces was £16,882 against a national average of £21,998 with Moray ranking 8th against all other authorities and 2nd against the family group. Overlaying cost indicators against performance around recycling rates and road condition reinforces the positive efforts of the service. (Service PIs ENV01a, ENV03a, ENV04a, C&L04, ENV06 and ENV04d) Challenges and actions to support – Service Plan Strategic and Service Level Outcomes and operational Service Performance 5.9 Two actions to improve the Asset Management of Open Spaces progress out with target timescales. Due to competing work demands, the development of a Tree Strategy remains ongoing and will be carried forward into the Service Plan Year 2 refresh. Following some initial delays, construction is complete at the new cemetery on Linkwood Road with only minor works now ongoing however due to remaining capacity at Elgin Cemetery, burials at the site are expected later than initially forecast, commencing early 2027. (Service Level Actions ECS25-28 Serv 5.1.4 and 5.1.5) 5.10 Two milestones associated with the Climate Change action to transition to low carbon material on the road network have fallen behind original target timescales. Trials of materials, originally scheduled to complete by the end of December, were delayed due to supply issues. This in turn impacted the completion of the planned evaluation of costs, savings and performance. This work will be carried forward into 2026/27 as part of the Year 2 refresh of the Service Plan. (Service Level Action ECS25-28 Serv 5.2.1) 5.11 All four Compliance and Efficiency actions are progressing out with original due dates. Revised burial administration procedures are in place however work to implement a digitised system remains ongoing and is now expected by summer 2026. The management of the pool car scheme has been reviewed resulting in service improvements (paragraph 5.6 refers) though further progress has stalled due to ongoing officer recruitment. A project mandate for improvements to the Tranman stores system has been submitted however next steps are dependent on ICT availability. PSIF work involving the Waste Service is complete but due to operational issues, the workshop for Transportation has been re-scheduled to quarter 1 2026/27. Work to progress the Tranman system and PSIF, will continue as part of the Service Plan Year 2 refresh. (Service Level Actions ECS25-28 5.3.1 – 5.3.4) 5.12 Passenger journeys for the m.connect service have been lower than anticipated. During quarter 4, a total of 20,391 journeys were recorded, 14% Page 149
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below the quarterly target of 23,767. A review of the monthly breakdown shows that January recorded particularly low usage at 5,605 journeys. This can be attributed to the adverse weather conditions during this time including travel warnings that led to service cancellations and route changes. In contrast, March recorded 7,919 journeys, the highest monthly total since the service was expanded. With phase 2 now complete and planning underway for Phase 3, it is anticipated passenger numbers will continue to improve. Net Unit Cost per passenger for the second half of the year are also reported above target however these do not yet include Network Support Grant income. Figures will be revised once all subsidies are applied. (Strategic Level PI ECSPT02, Service PI ECSTPT01) 5.13 Although annual unit cost per vehicle and plant maintenance remains below target for the year overall, a notable increase was recorded during quarter 4 with costs averaging £288 per unit, 15% above the quarterly target. This increase has been attributed to the extended life cycles of vehicles arising from limitations on capital spend. (Service PI ECSRMF01) 5.14 Latest LGBF data for 2024/25 shows satisfaction with refuse collections declined slightly to 75.3%. This is below the national and family group averages of 78.3% and 79%, placing Moray in the lowest quartile, ranked 25th out of the 32 authorities national and 7th in the family group of eight authorities. Data for this indicator is taken from the Scottish Household Survey which has limitations in sample size. Performance should be set against the positive performance reported for recycling rates and waste collection costs. There has also been a recent notable improvement in Household Collection complaints. Following a review of complaints in late 2024, several procedural changes were introduced resulting in a 44% reduction in complaints, from 117 in 2024/25 to 66 in 2025/26. (Service PI ENV07a) Complaints and MP/MSP Enquiries 5.15 During the six months to the end of March 2026, Operations and Environment closed 94 complaints: 82 at Frontline and 12 as Investigative. Response times for all stages were well within Complaint Handling targets, with Frontline complaints closed within an average of 3.5 days and Investigative within 15.6. 5.16 Although the proportion of closed complaints that were upheld, partially upheld or resolved increased to 54%, this remains below the level recorded prior to the complaint review during the half year to September 2024. Page 150
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5.17 16 complaints that were either upheld, partially upheld or resolved, related to staff actions or behaviour including conduct when speaking to members of the public. In these cases, apologies were issued, expected customer service standards were reinforced and refresher training was arranged where necessary. Missed bins accounted for eight complaints, seven of which were due to crew error. All crews have been reminded of the various route requirements, including assisted collections. 5.18 During the reporting period, five complaints relating to winter maintenance were received, two during the particularly bad period of winter weather in early January. In total, three were upheld; two linked to damage to private property following gritting work and one due to staff behaviour. 5.19 Operations and Environment also received 72 MP/MSP enquiries with winter maintenance, road safety and the collapse of the Spey Viaduct the most common issues. Other Performance (not included in the Service Plan) 5.20 The Building Cleaning Service were finalists in both the Best Performer and Most Improved Performer categories of the 2025 APSE Performance Network Awards in November. Although not successful on the night, the awards involve over 170 local authorities from across the UK and finalist status reflects the high standard of performance and improvement achieved by the service. Case Studies 5.21 Work to transform Fleet Services has focused on two main areas; workforce development and digital transformation. 5.22 The team has long managed a complex and diverse specialist fleet, requiring high levels of technical competence across mechanical, electrical and hydraulic systems. With the move towards an electric fleet and a sector wide national shortage of qualified heavy vehicle mechanics, the need to develop a highly skilled and adaptable workforce was identified as central to maintaining safe, efficient and sustainable operations. Page 151
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5.23 Staff have undergone EV training and upskilling from light to heavy vehicles through the introduction of a structured programme of EV qualifications, compliance training and workshop modernisation. These steps were taken to enhance safety, strengthen technical capability, reduce reliance on subcontractors, and deliver a more efficient, confident and future-ready workshop. 5.24 All mechanics have achieved IMI Level 3 EV qualifications, and two light vehicle mechanics have progressed to fully qualified heavy mechanics. Current and former light vehicle mechanics continue to be rotated with experienced heavy mechanics to accelerate practical learning and support long-term succession planning. Staff have also completed specialist manufacturer training with Operator Licence (O Licence) and Tachograph training rolled out across the team, reinforcing legal responsibilities and safety standards. 5.25 The team has also taken a proactive role in supporting young people into the industry by offering a structured apprenticeship programme with high-quality training, mentoring and hands-on workshop experience. 5.26 Digital transformation work has included strengthening the use of telematics and introducing workshop tablets to modernise job recording and inspection processes. These improvements have enhanced the way information is managed, reduced administration time, improved accuracy and supported real-time workload management allowing informed operational decisions to be made. Consultation and Engagement 5.27 During quarter 3, Catering issued three surveys to gather feedback on the school meal service. In total, over 1,200 responses were received with comments and suggestions helped shape both service delivery and the next menu cycle. 6. SUMMARY OF IMPLICATIONS 6.1 The table below shows whether risks and implications apply if the recommendations are agreed: SUBJECT YES NO Corporate Plan and 10 Year Plan (Local Outcome Improvement Plan) X Policy and Legal X Financial X Risk X Staffing X Best Value and Transformation X Property X Page 152
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Information Communications Technology/Digital X Equalities. Social Inclusion and Economic Impact X Climate Change and Biodiversity Impact X 6.2 Corporate Plan and 10 Year Plan (Local Outcomes Improvement Plan (LOIP)) Improved Collaborative Leadership, as part of continuous improvement through Best Value, will better enable the Council to fulfil the ambitions set out in its strategic plans. a) Links to Council Corporate Plan – The proposals in this report support and contribute to improved outcomes for communities as outlined in the following Council Plan strategic priorities: ☐ Tackle Poverty and Inequality. ☒ Build Stronger Greener Vibrant Economy. ☒ Build Thriving, resilient, empowered Communities. b) Links to Local Outcomes Improvement Plan – The proposals in this report support and contribute to improved outcomes for communities as outlined in the following local Outcomes Improvement Plan priorities: ☐ Developing a diverse, inclusive, and sustainable economy ☐ Building a better future for our children and young people in Moray. ☒ Empowering and connecting communities. ☐ Improving wellbeing of our population 6.3 Policy and Legal The Council has a statutory requirement to publish a range of information that will demonstrate that it is securing best value and assist in comparing performance both over time and between authorities where appropriate. 6.4 Financial None arising from this report. 6.5 Risk None arising from this report. 6.6 Staffing None arising from this report. 6.7 Best Value and Transformation How councils plan for, manage and report on performance is a key area of focus in external audit work, particularly on best value. 6.8 Property None arising from this report. Page 153
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6.9 Information Communications/Technology/Digital None arising from this report. 6.10 Equalities, Social Inclusion and Economic Impact None arising from this report. 6.11 Climate Change and Biodiversity Impacts None arising from this report. 7. CONSULTATION 7.1 This report has been prepared in consultation with the Head of Operations and Environment, relevant Service Managers and Lissa Rowan, Committee Services Officer and any comments made have been incorporated. 8. BACKGROUND PAPERS 8.1 Service Plan Actions Service Plan Performance Indicators Service Performance Indicators Service Complaints Page 154
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Report to: Economic Development and Infrastructure Services Committee Meeting Date: 16 June 2026 Report by: Executive Director Economy, Enterprise and Operations Author: Mark Atherton Contact Email: mark.atherton@moray.gov.uk Subject: Goods Vehicle Operator’s Licence – Statutory Obligations and Proposed Policy Position 1. PURPOSE ☐ For Decision ☒ For Information 1.1 This report informs Committee of Moray Council’s statutory obligations as a licensed Goods Vehicle Operator and sets out the Councils statutory position and governance arrangements that are contained within the updated Goods Vehicle Operator’s Licence (GVOL) Policy. 1.2 This report is submitted to this Committee in terms of Section III (F) 15 of the Council's Scheme of Administration relating to the function of the Council as Roads Authority. 2. SUMMARY 2.1 This report is for information only. It sets out that Moray Council holds a Goods Vehicle Operator’s Licence permitting the operation of vehicles over 3.5 tonnes. Members are asked to note the Councils statutory obligations, note the updated GVOL Policy (see Appendix 1) and support its corporate adoption. 3. BACKGROUND AND CONTEXT 3.1 Moray Council holds a Goods Vehicle Operator’s Licence permitting the operation of vehicles over 3.5 tonnes. The Council must comply with statutory undertakings relating to vehicle safety, maintenance, record keeping and operating centres. The updated GVOL Policy (Appendix 1) outlines responsibilities across senior officers, Transport Managers, Fleet Services, operational managers and drivers. Page 155
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4. STATUTORY OBLIGATIONS 4.1 The Council must comply with undertakings including adherence to drivers’ hours rules, maintenance standards, defect reporting, record retention, overloading prevention, use of authorised operating centres, and notifications to the Traffic Commissioner. 5. ORGANISATIONAL RESPONSIBILITIES 5.1 The GVOL Policy defines responsibilities for senior management, Transport Managers, Fleet Services compliance roles, operational managers, supervisors and drivers to ensure full legal compliance. Appendix 1 outlines the Councils roles and responsibilities. 6. STATUTORY POSITION 6.1 The GVOL policy establishes a corporate compliance framework, governance system and monitoring arrangements, including a mandatory two year review cycle. 7. GOVERNANCE, MONITORING AND REPORTING 7.1 The Fleet Manager will provide quarterly compliance reporting, oversee KPIs, audit maintenance arrangements and ensure continuous review of operator licence requirements. 8. SUMMARY OF IMPLICATIONS 8.1 The table below shows whether risks and implications apply if the recommendations are agreed: SUBJECT YES NO Corporate Plan and 10 Year Plan (Local Outcome Improvement Plan) x Policy and Legal x Financial x Risk x Staffing x Best Value and Transformation x Property x Information Communications Technology/Digital x Equalities. Social Inclusion and Economic Impact x Climate Change and Biodiversity Impact x 8.2 Corporate Plan and 10 Year Plan (Local Outcomes Improvement Plan (LOIP)) Improved Collaborative Leadership, as part of continuous improvement through Best Value, will better enable the Council to fulfil the ambitions set out in its strategic plans. a) Links to Council Corporate Plan – The proposals in this report support and contribute to improved outcomes for communities as outlined in the following Council Plan strategic priorities: ☐ Tackle Poverty and Inequality. Page 156
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☒ Build Stronger Greener Vibrant Economy. ☐ Build Thriving, resilient, empowered Communities. b) Links to Local Outcomes Improvement Plan – The proposals in this report support and contribute to improved outcomes for communities as outlined in the following Local Outcomes Improvement Plan priorities: ☐ Developing a diverse, inclusive, and sustainable economy ☐ Building a better future for our children and young people in Moray. ☒ Empowering and connecting communities. ☐ Improving wellbeing of our population 8.3 Policy and Legal Legal compliance is strengthened, staffing roles are clarified, and risks associated with potential licence revocation are mitigated. 8.4 Financial There are no immediate financial implications in adopting this policy. One off Costs: Service Area Budget Budget Years Proposed Spend this Year Virement From Other Comments Fleet Services No one off costs as a result of this info report. Annually Recurring Costs: Service Area Budget With Effect From Annual Net Impact Virement From (if applicable) Other Comments 8.5 Risk The risk to the Council is not adopting this policy document, which is good practice to have and clearly outlines responsibilities for senior management, Transport Managers, Fleet Services compliance roles, operational managers, supervisors and drivers to ensure full legal compliance. 8.6 Staffing No staffing implications. 8.7 Best Value and Transformation None. Page 157
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8.8 Property None. 8.9 Information Communications/Technology/Digital None. 8.10 Equalities, Social Inclusion and Economic Impact None. 8.11 Climate Change and Biodiversity Impacts None. 9. CONSULTATION 9.1 This report has been prepared in consultation with Executive Director Economy, Enterprise and Operations, Head of Operations and Environment, Chief Financial Officer, Service Manager Legal Services, Service Manager People Management, Equal Opportunities Officer, and L Rowan, Committee Services Officer and any comments made have been incorporated into the report. 10. BACKGROUND PAPERS 10.1 None. Page 158
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Appendix 1 GOODS VEHICLE OPERATOR’S LICENCE POLICY Moray Council is fully committed to upholding both our legal and ethical responsibilities in relation to vehicle safety. Specifically: • As a licensed operator of vehicles exceeding 3.5 tonnes, we are bound by a series of undertakings designed to ensure our operations remain safe and compliant. Breaching these undertakings may lead to the suspension, curtailment, or revocation of our licence, which would prohibit us from operating any goods vehicles over 3.5 tonnes. • • We are subject to a broad range of legal requirements, with potential penalties ranging from fixed fines to, in severe cases, imprisonment. • We have a duty of care to ensure that our activities do not cause harm or negatively impact others. • As a responsible operator, Moray Council extends the applicable undertakings of its operator’s licence to all vehicles under its control. This includes full compliance with legal requirements relating to: • Safe loading of vehicles • Adherence to speed limits • Defect reporting procedures • Regular maintenance and inspections This policy, as part of the broader Goods Vehicle Operator’s Licence guidance, outlines the key responsibilities and organisational structures necessary to ensure we meet our operator licensing obligations effectively. Operator licence undertakings • The laws relating to the driving and operation of vehicles used under this licence are observed. • The rules on drivers’ hours and tachographs are observed, proper records are kept and that these are made available on request. • Vehicles and trailers are not overloaded. • Vehicles operate within speed limits. • Vehicles and trailers, including hired vehicles and trailers, are kept in a fit and serviceable condition. • Drivers report promptly any defects or symptoms of defects that could prevent the safe operation of vehicles and/or trailers, and that any defects are recorded in writing. • Records are kept (for 15 months) of all driver reports which record defects, all safety inspections, routine maintenance and repairs to vehicles, and these are made available on request. Page 159
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• In respect of each operating centre specified, that the number of vehicles and the number of trailers kept there will not exceed the maximum numbers authorised at each operating centre (which will be noted on the licence). • An unauthorised operating centre is not used in any traffic area. • Furthermore, I will notify the Traffic Commissioner of any convictions against myself, or the company, business partner(s), the company directors, nominated transport manager(s) named in this application, or employees or agents of the applicant for this licence and, if the licence is issued, convictions against the licence holder or employees or agents of the licence holder. • I will ensure that the Traffic Commissioner is notified within 28 days of any other changes, for example a change to the proposed maintenance arrangements; a change in the financial status of the licence holder (e.g. if placed in liquidation or receivership), or a change to Limited Company status or partnership, including changes in the named directors or partners that might affect the licence, if issued. • I have an establishment in Great Britain (GB) with premises in which I keep core business documents. These include (as a minimum) accounting and personnel management documents and data on driving time and rest. I understand that the use of a PO Box or third-party address is not permitted. Page 160
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Chief Executive Executive Director Economy , Enterprise and Operations Executive Director Finance , Strategy & Transformation Executive Director Education , Housing & Communities Chief Officer Moray Integrated Joint Board Head of People , Change and Community Strategy Head of Customer Experience , ICT & Digital Services Chief Financial Officer Head of Education Head of Housing , Property and Communities Service Manager Leisure & Culture Head of Operations & Environment Head of Growth , Planning & Climate ( Chief Planning Officer ) Chief Governance Officer Head of Service & Chief Social Work Officer Head of Service & Depute Chief Officer Chief Financial Officer Service Manager Roads & Fleet Fleet Services Manager Fleet Operations & Workshop Manager Vehicle Maintenance Shift Supervisors Operational Managers Operational Supervisors Drivers Service Managers Page 161
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Key responsibilities for our operator’s licence undertakings Chief Executive and Executive Directors • Identify an anticipated change of legal entity of the organization. • Ensure there is a clear reporting line from the Transport Manager to the licence holder. • Identify an anticipated change of establishment of the organization. Chief Financial Officer • Identify an anticipated change of financial standing of the organization. • Communicate a change of legal entity of the organisation to the Transport Managers. • Communicate a change of financial standing of the organisation to the Transport Managers. Payments Manager • Ensure our organisation holds appropriate motor vehicle and employer liability insurance. Head of Service • Communicate a change of legal entity of the organisation to the Transport Managers. • Communicate, promote and champion the operator licensing policy. • Ensure Transport Manager authority to prevent an unroadworthy vehicle or unsafe or illegal driver from being used is in writing and included in a policy or procedural document. • Ensure internal Transport Managers have a genuine link to the organisation (being an employee, director, owner, or shareholder or administering the undertaking). • Ensure Transport Managers have authority to prevent an unroadworthy vehicle or unsafe or illegal driver from being used. • Ensure Transport Managers are named on operator’s licence. Service Manager • Communicate a change of financial standing of the organisation to the Transport Managers. • Identify an anticipated change of executive directors, owners or partners. • Communicate a change of executive directors, owners, partners to the Transport Managers. • Communicate, promote and champion the operator licensing policy. • Communicate a change of establishment of the organisation (core business premises no longer in GB) to the Transport Managers. • Ensure there is at least one named person responsible for managing transport. • Ensure Transport Managers have continuous knowledge of the day-to-day operations and performance of compliance systems. • Communicate a change of executive directors to the Transport Managers. • Establish and review the operator licensing policy. • Ensure transport management responsibilities are written into Transport Managers’ job description. Page 162
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• Ensure job descriptions refer to responsibilities identified in this operator licensing policy or other document. • Identify an anticipated change of Transport Managers. • Communicate a change of Transport Managers to the Head of Service. • Ensure Transport Managers are competent. • Detail Transport Manager duties in writing and provide an additional report where they are responsible for more than 50 vehicles. Nominated Transport Managers • Identify an anticipated change that would affect the number and type of licences required. • Identify an anticipated change of vehicle access (no longer having access to at least one vehicle registered or in circulation in GB). • Identify an anticipated need for new operating centres with Operational Managers. • Communicate, promote and champion the operator licensing policy. • Notify a change of legal entity of the organisation to the Traffic Commissioner. • Ensure the operator’s licences are within their review date. • Identify the receipt of notification and outcome of a Public Inquiry. • Notify a change of financial standing of the organisation to the Traffic Commissioner. • Notify a change of establishment of the organisation (core business premises no longer in GB) to the Traffic Commissioner. • Notify a change of vehicle access (no longer having access to at least one vehicle registered or in circulation in GB) to the Traffic Commissioner. • Compile and communicate OCRS, KPIs and notifiable incidents to the Head of Service and Service Manager in a quarterly report. • Review vehicle limits, centre conditions and parking arrangements are being complied with and produce an annual report. • Complete the operator’s licence review/renewal process. • Process a change that would affect the number and type of operator’s licences needed with the Central Licensing Office. • Notify a change of executive directors, owners, partners or Transport Managers to the Traffic Commissioner. • Ensure new operating centres are authorised on operator’s licences. • Ensure vehicles are specified on operator’s licences within the correct timescales. • Review vehicle specifications and the vehicle replacement program with operational managers. • Notify the Traffic Commissioner of a change in maintenance arrangements. • Ensure vehicle excise duty is paid on all vehicles. • Identify notifiable convictions or penalties. • Advise the Traffic Commissioner about any notifiable convictions or penalties (together with what have done to avoid re-occurrence). • Ensure drivers’ hours and working time compliance checks are made. In particular, produce a monthly report detailing: overdue downloading; calendar gap analysis; comparison of vehicle unit data against driver card data; average number of infringements per driver per shift; a summary of any investigations, actions and reviews. • Ensure poor performance or deterioration of performance in compliance with drivers’ hours, working time and records is investigated and action taken to prevent re- occurrence. • Ensure poor performance or deterioration of performance in compliance with road traffic rules is investigated and action taken to prevent re-occurrence. • Identify an anticipated need for a change to maintenance arrangements. • Communicate changes in maintenance arrangements to the Vehicle Maintenance Page 163
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Shift Supervisor. • Ensure subcontracted maintenance providers employ competent technicians and have the correct assistance, tools and facilities. • Review the suitability of maintenance provision on an annual basis. • Ensure there is a suitable written contract with external maintenance providers. • Ensure poor performance, deterioration of performance, or incidents (such as prohibitions) are investigated, action taken to prevent re-occurrence and actions reviewed. • Ensure safety inspections and annual tests are planned at least 6 months before they are due and in line with TC-notified intervals. • Ensure safety inspection reports contain the minimum required items and information. • Retain maintenance records for at least 15 months. • Ensure electronic records meet the minimum Guide to Maintaining Roadworthiness requirements. • Effectively monitor the maintenance of vehicles and trailers. In particular, produce a monthly report detailing: safety inspection intervals are met; annual tests are carried out within the relevant timescales; first time annual pass rates for vehicles and trailers; walk around checks are correctly completed; the performance of external maintenance providers; a summary of any incidents, investigations, actions and reviews. Compliance Functions – Fleet Services • Ensure poor compliance performance, deterioration of performance, or notifiable incidents are investigated, action taken to prevent re-occurrence and actions reviewed together with the Transport Managers. • Communicate a change to the number and type of licences required to the Transport Managers. • Ensure poor compliance performance, deterioration of performance, or notifiable incidents are investigated, action taken to prevent re-occurrence and actions reviewed together with Operational and Transport Managers. • Communicate, promote and champion the operator licensing policy. • Ensure the number of vehicles used across the operator’s licences does not exceed the authorised maximums. • Review vehicle limits, centre conditions and parking arrangements are being complied with and produce an annual report with the Transport Manager. • Review the performance of disc display and withdrawal and produce reports as required. • Ensure digital tachograph company cards are obtained. • Ensure working time records are retained for at least two years. • Ensure drivers’ hours records are retained for at least 12 months. • Ensure regular driving entitlement checks are made. • Monitor Driver CPC expiry dates and renewal. • Monitor infringements with road traffic rules and inform Transport Managers of the details to be investigated. • Ensure drivers have received training in conducting walkaround checks and understood their responsibilities. • Ensure drivers have signed to say they have received training on conducting walk around checks and understood their responsibilities. • Ensure drivers receive initial and periodic instruction on hours, working time and records. • Ensure drivers have obtained digital tachograph driver cards. • Ensure drivers are entitled to drive (driver licence and Driver CPC) before they drive for us. Page 164
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• Ensure the requirement to comply with road traffic rules, speed limits and mobile phone/equipment use rules is communicated to drivers. • Check the details of discs and ensure they are displayed on vehicles or withdrawn as required. • Ensure drivers undertake daily walk around checks. • Ensure drivers report defects promptly. • Ensure supervisors receive appropriate training so they can organise drivers’ work in a way which complies with drivers’ hours and working time rules. • Assess loads and identify actions to ensure vehicles are not overloaded, are properly secured and comply with any other relevant legislation (ADR, STGO, waste, etc.) • Monitor safe and legal loading and ensure poor performance, deterioration of performance, or incidents are investigated and action taken to prevent re- occurrence. • Ensure tachograph Vehicle Units are downloaded within the appropriate timescales. • Ensure digital tachograph company cards are used and managed appropriately. • Ensure digital tachograph driver cards are downloaded within the appropriate timescales. • Ensure all drivers’ hours, working time and records infringements or incidents are investigated and action taken to prevent re-occurrence. • Ensure all road traffic rule infringements are investigated and action taken to prevent re-occurrence. Operational Managers • Communicate a change of vehicle access (no longer having access to at least one vehicle registered or in circulation in GB) to the Transport Managers. • Identify an anticipated need for new operating centres with Transport Managers. • Communicate the request for operating centre authorisation to the Transport Managers. • Communicate request for changes to operating centre authorisation to the Transport Managers. • Review vehicle specifications and vehicle replacement program with Transport Managers. • Ensure working time records are retained for at least two years. • Ensure drivers’ hours records are retained for at least 12 months. • Ensure regular driving entitlement checks are made. • Monitor Driver CPC expiry dates and renewal. • Ensure the number of vehicles used at each operating centre does not exceed the authorised maximums. • Ensure operating centre conditions are met, there continue to be adequate parking facilities and vehicles are normally parked at their authorised centre(s). • Identify an anticipated need for new vehicles or changes to vehicle locations. • Communicate the changes to specified vehicles to the Transport Managers. • Check the details of discs and ensure they are displayed on vehicles or withdrawn as required. • Ensure drivers undertake daily walk around checks. • Audit and record drivers walkaround checks to ensure compliance and report findings and any remedial action taken to the nominated transport manager. • Ensure drivers report defects promptly. • Ensure transport supervisors receive appropriate training so they can organise drivers’ work in a way which complies with drivers’ hours and working time rules. • Assess loads and identify actions to ensure vehicles are not overloaded, are properly secured and comply with any other relevant legislation (ADR, STGO, waste, etc.) • Monitor safe and legal loading and ensure poor performance, deterioration of Page 165
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performance, or incidents are investigated and action taken to prevent re- occurrence. • Organise drivers’ work in a way which complies with drivers’ hours and working time rules. • Ensure drivers have sufficient print rolls, charts and/or logbooks. • Ensure drivers carry and use their digital tachograph driver cards. • Ensure absence days are correctly accounted for in working time calculations. • Ensure equipment and speed limiters remain functional between inspections/calibrations. • Ensure drivers return charts and/or log books within 42 days and/or the correct period. • Ensure digital tachograph driver cards are downloaded within the appropriate timescales. Frontline Supervisors • Review vehicle specifications with operational managers. • Retain drivers’ hours records for at least 12 months. • Ensure drivers undertake daily walk around checks and defect reporting procedures. • Ensure drivers report defects promptly. • Monitor driver walk around checks to ensure compliance and record findings and any remedial action taken. • Ensure that vehicles with safety defects are removed from service until authorised for use by the vehicle maintenance shift supervisor. • Ensure drivers hold the appropriate licence category for any vehicles that are driven. • Assess loads and identify actions to ensure vehicles are not overloaded, are properly secured and comply with any other relevant legislation (ADR, STGO, waste, etc.) • Monitor safe and legal loading and ensure poor performance, deterioration of performance, or incidents are investigated and action taken to prevent re-occurrence. • Organise drivers’ work in a way which complies with drivers’ hours and working time rules. • Ensure drivers have sufficient print rolls, charts and/or log books. • Ensure drivers carry and use their digital tachograph driver cards and Drivers CPC cards. • Ensure absence days are correctly accounted for in working time calculations. • Ensure equipment and speed limiters remain functional between inspections/calibrations. • Ensure drivers return charts and/or log books within 42 days and/or the correct period. • Ensure digital tachograph driver cards are downloaded within the appropriate timescales. • Monitor Driver CPC expiry dates and renewal. • Ensure the number of vehicles used at each operating centre do not exceed the authorised maximums. • Ensure operating centre conditions are met, there continue to be adequate parking facilities and vehicles are normally parked at their authorised centre(s). • Identify an anticipated need for new vehicles or changes to vehicle locations. • Communicate the changes to specified vehicles to the Transport Managers. • Check the details of discs and ensure they are displayed on vehicles or withdrawn as required. Vehicle Maintenance Shift Supervisors • Check the details of discs and ensure they are displayed on vehicles or withdrawn as required. Page 166
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• Ensure the defect reporting process is followed and drivers report defects promptly. • Ensure all Moray Council Fleet vehicles whether owned, hired or leased are given a first use inspection (and a safety inspection if off road longer than planned safety inspection interval) before they are operated. • Ensure safety inspections and annual tests are planned at least 6 months before they are due and in line with TC-notified intervals. • Ensure safety inspection reports contain the minimum required items and information. • Ensure defects and rectification work is recorded in writing. • Remove unroadworthy vehicles from service and record on profile if long term VOR. • Retain maintenance records for at least 15 months. • Ensure electronic records meet the minimum Guide to Maintaining Roadworthiness requirements. • Effectively monitor the maintenance of vehicles and trailers. • Plan tachograph equipment calibration and inspection. All Drivers of vehicles over 3.5t • Comply with all aspects of the Safe Driving Policy, Traffic Laws, the Highway Code & Moray Council Drivers Handbook. • Undertake daily walk around checks & record findings. • Ensure vehicles are not overloaded, loads are properly secured and comply with any other relevant legislation. • Report defects promptly via the defect reporting system and do not use a vehicle with a safety defect. • Follow accident & breakdown procedures if required. • Carry and use digital tachograph driver cards where required. • Complete a record of full working days using the correct recording method. • Record absence days so they can be correctly accounted for in working time calculations. • Comply with the tachograph driver card policy. • Return charts and/or log books within 42 days and/or the correct period if applicable. • Ensure digital tachograph driver card is downloaded within the appropriate timescales where used. All Drivers • Comply with all aspects of the Safe Driving Policy, Traffic Laws, the Highway Code & Moray Council Drivers Handbook. • Undertake daily walk around checks & record findings. • Ensure vehicles are not overloaded, loads are properly secured and comply with any other relevant legislation. • Report defects promptly via the defect reporting system and do not use a vehicle with a safety defect. • Follow accident & breakdown procedures if required. Further documents – Available at the Fleet Services pages on the intranet Operator licence administration manual GV74 Goods Vehicle Operator Licensing Guide (DVSA) The Guide to Maintaining Roadworthiness (DVSA) Maintenance contractor procurement checklist and standard service level agreement Safe Driving Policy Driver Handbook Page 167
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Highway Code Driver Card Policy Accident procedure Breakdown procedure Disciplinary procedures Load assessment guide and assessment form Drivers’ Hours and Tachograph Rules: Goods Vehicles (DVSA) Defect reporting and rectification procedure Driver walkaround guide Review This policy will be reviewed: • when there has been a significant change within the structure of the organization. • where the nature or type of operations change. • following a serious incident of non-compliance. • as a result of persistent poor compliance KPI performance. • in any case, after a period of no more than two years. Signed …………………………………………………………………………… Date ………………………………………………. Chief Executive Operators’ Licence Role responsibilities acknowledgement Operators Licence role (e.g. Nominated Transport Manager / Transport Supervisor) Job Title (MC Job title e.g. Fleet Service Manager / Driver / Team Leader) Name …………………………………………………………………………… I understand my role and responsibilities as listed in the Moray Council Goods Vehicle Operators Licence Policy version ………………………………………………. Dated ………………………………………………. Signature …………………………………………………………………………… Date ………………………………………………. Change Page 168
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Report to: Economic Development and Infrastructure Services Committee Meeting Date: 16 June 2026 Report by: Executive Director Economy, Enterprise and Operations Author: Sophie Ward Contact Email: Sophie.ward@moray.gov.uk Subject: Climate Adaptation Benchmarking 2025 1. PURPOSE ☐ For Decision ☒ For Information 1.1 The purpose of this report is to note the findings from the most recent climate adaptation benchmarking assessment. 1.2 This report is submitted to Committee in terms of Section III (F) (33) of the Council’s Scheme of Administration relating to reviewing or preparing a Climate Change Strategy to provide a framework for actions aimed at reducing carbon emissions and actions to restore biodiversity for submission to the Council. 2. SUMMARY 2.1 All public bodies are required to support the delivery of climate adaptation. This report outlines the council’s progress in delivering this duty, using tools provided by Adaptation Scotland to assist in providing a benchmarking process. 2.2 Positive progress is being made across all areas assessed, with highlights including stronger representation of adaptation within the updated Climate Change Strategy, evidence of increased understanding and engagement with the issue across services and strengthened partnership working. 2.3 The benchmarking findings will inform priorities for delivery of adaptation actions within the Climate Change Strategy over the next year, and the assessment shared with Adaptation Scotland to inform Scottish Government of public sector progress on delivering the national adaptation plan. 3. BACKGROUND AND CONTEXT 3.1 Scotland’s climate is changing faster than scientists predicted, in some cases by many decades. At the same time as rapidly reducing carbon emissions to meet net zero, it is also essential that the unavoidable impacts of climate change are understood and acted upon. This is referred to as climate adaptation. Page 169
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3.2 Adaptation is a legal requirement for local authorities, with the Climate Change (Scotland) Act 2009 requiring that all public sector organisations ensure their activities and programming are designed to best support delivery of the Scottish statutory adaptation programme, and to report progress annually through the Climate Change (Duties of Public Bodies: Reporting Requirements) (Scotland) Order 2015. Other legislative and policy drivers, particularly around planning, flood risk and emergency planning also specifically require climate adaptation to be addressed. 3.3 The current national adaptation programme, SNAP 3, covers 2024-2029 and aims to meet the following outcomes: • Nature connects across our land, settlements, coasts and seas • Communities are creating climate-resilient, healthy and equitable places • Public services are collaborating in effective and inclusive adaptation action • Economies and industries are adapting and realising opportunities in our Just Transition • Scotland’s international role supports climate justice and enhanced global action on climate adaptation 3.4 SNAP 3 has a strong focus on cross-cutting policies, reflecting the need to work together to achieve meaningful change and make use of available resources. Many SNAP3 objectives are expected to be delivered by local authorities, including having governance and physical systems in place to enable resilience to climate impacts and collaborative adaptation action. Specific adaptation measures under Council responsibility include Nature Networks, Local Place Plans, Coastal Change Adaptation Plans, and Transport and Road infrastructure resilience. 3.5 The Scottish Government’s funded programme, Adaptation Scotland, provides support and advice to public bodies on how to adapt. The Council is a member of the Public Sector Adaptation Network which gives us access to additional peer support and information, and in return we are expected to complete an annual Adaptation Benchmarking assessment. Feedback from the network indicates that progress across Scottish local authorities is mixed, with some being several years into dedicated, funded programs, and others at very early stages or not yet engaging with the programme. 3.6 The Adaptation Benchmarking assessment helps illustrate an organisation’s adaptation journey. The first assessment, for 2023, was reported to Moray Council on 25 September 2024 (para 21 of the minute refers) and provided a baseline of the Council’s climate readiness at the time. Repeating the assessment helps us to consider how we have progressed over time, what we have achieved, and what areas still need work. The report will be shared with Adaptation Scotland who aggregate and anonymise all the reports from public bodies before sharing the results with Scottish Government. The report is therefore a tool for us to benchmark our own adaptation over time, and for Scottish Government to assess progress and needs across the public sector. 3.7 The 2023 benchmarking assessment found that while climate adaptation was well evidenced in in some key service areas (mostly blue infrastructure related), the organisation as a whole was in the early stages of adapting. One recommendation was to carry out a risk assessment exploring the costs of climate impacts on the council. A Local Climate Impact Profile was produced to accompany the draft Climate Change Strategy Page 170
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Update reported to Council on 24 September 2025 (paragraph 12 of the minute refers) examining the impacts of extreme weather events over the six years between 2018 and 2023. The aim of the document was to increase understanding of how council services are already affected by climate change and are likely to be in future but did not include a full risk assessment due to limited staff capacity. The Climate Change Strategy update being reported to Council on 6 May 2026 demonstrates significant steps being made to embed adaptation across the organisation and partnership working, including improved monitoring of adaptation actions. 4. BENCHMARKING FINDINGS 4.1 The benchmarking assessment, included in Appendix 1, is structured around Adaptation Scotland’s capability framework for public sector adaptation. The capability framework sets out best practice steps for public bodies to prepare for climate impacts. There are four capabilities: • Understanding the Challenge • Organisational Culture and Resources • Strategy, Implementation and Monitoring • Working Together 4.2 Organisations should be working on all of these capabilities, though may be at different stages of maturity for each. A survey was sent out to service managers, with two information sessions held for those to whom adaptation was new or unclear. Survey responses were used alongside officer knowledge to complete the benchmarking assessment, and the draft findings discussed with the informal adaptation working group attended by six service managers. The completed assessment in Appendix 1 incorporated their feedback and highlights positive progress across all capabilities following the previous assessment for 2023. The findings, set out across the four capabilities, are summarised below. Understanding the Challenge 4.3 Adaptation is our adjustment to climate change. By understanding the challenge, we can make informed decisions based on actual or expected change. To develop this capability, we must gather evidence on climate risks and vulnerabilities, then integrate these into internal systems and procedures. Progress highlights include: • Completing a Local Climate Impacts Profile (LCLIP) of the Council covering the period 2018 to 2023. • A Coastal Change Adaptation Plan was approved in 2024, setting clear triggers for action to adapt to rising sea levels and changing coastlines for each coastal locality. • Work is underway with priority schools to explore climate risk in school grounds with pupils and teachers (as reported to this committee on 17 June 2025, paragraph 12 of the minute refers). • Cross service staff and member engagement was undertaken for the Climate Change Strategy update, LCLIP, and more recently at the Leadership Forum. Services showed evidence of increased understanding of adaptation in the response to the adaptation survey. 4.4 Next steps to develop maturity in this capability area: Page 171
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• Use climate scenarios to inform decision making. The application of climate projections to date has largely been limited to coastal change and flood planning but this does not reflect the full range of expected climate impacts. • Improve service level recording of impacts and develop a central log of these. This remains a challenge due to varying levels of detail being kept and staff capacity across services. • Progress an organisational climate change risk assessment, using existing staff resources. • Continue to increase organisational understanding of the need to adapt. Climate change understanding remains focused on carbon reduction, but both are necessary. Managers and those who have this knowledge should be cascading learning and information. 4.5 Risks if not progressed: • The organisation may be unprepared for impacts that can be predicted with an increasing degree of certainty. Decision making is largely reactive, where likely disruption and cost could have been avoided. • Incremental changes over time, like rising costs or staff time resulting from climate trends may be absorbed into service delivery as ‘business as usual’ without being flagged as additional costs. Organisational Culture and Resources 4.6 For adaptation to be successful, it must be supported by organisational culture and be sufficiently resourced. This capability involves aligning adaptation activities with your organisation’s priorities, so they become mainstreamed into plans, policies and procedures, eventually becoming business-as-usual. Progress highlights: • Adaptation is more clearly represented in climate change reporting and highlighted in the Corporate Plan. • The benchmarking process has identified and engaged key staff across multiple services. • Collaboration across services in being progressed, particularly for nature-based solutions. For example, the Moray Climate Ready Schools project involves officers from Strategic Planning, Schools, Environmental Protection, and Learning Estate working together to improve outdoor learning and play environments in schools. 4.7 Next steps to develop maturity in this capability: • Identify resources to plan and deliver adaptation. • Build adaptation into service plans so that responsibility for adaptation is clear in key roles, beyond simply co-ordinating reporting through the Climate Change Strategy governance structure as it is currently. 4.8 Risks if not progressed: • Adaptation responsibility not explicit in many roles beyond climate change, so may be overlooked when key decisions are being made. Reliance on other processes (such as planning policy) does not incentivise mainstreaming of adaptation and may result in missed opportunities. • Lack of resource identified for adaptation limits the council’s ability to forward plan Page 172
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and increase preparedness / resilience. Strategy, Implementation and Monitoring 4.9 Adaptation requires strategic planning and implementation to achieve outcomes. To develop this capability requires setting options into an adaptation strategy and action plan, adopting an approach that maintains flexibility and seeks pathways to resilience. 4.10 Progress Highlights: • Adaptation and SNAP 3 are well reflected in the updated Climate Change Strategy. • Win-win / no-regret actions such as coastal change adaptation case studies, Moray climate ready schools, and Moray Nature Network delivery on council land have been enabled by Scottish Government funding (Coastal Change Adaptation and Nature Restoration Funds). • Developing a monitoring approach that reflects SNAP 3, Public Bodies Climate Change Duties and the Climate Change Strategy so that reporting will be aligned. 4.11 Next steps: • Close the evidence gap (recording impacts and costs etc) to support strategic decision making around climate impacts. • Continue to identify opportunities to identify practical adaptation actions the council is already taking, or could take, and integrating these under a strategic approach to delivery. • The adaptive pathway approach used in the Climate Change Coastal Plans could be used to inform the development of wider decision making based on possible climate futures. 4.12 Risks if not progressed: • The council does not materially adapt to climate impacts but faces increasing costs and disruption to services that could have been avoided. 4.13 Working Together No organisation can adapt alone, by working together we can do more to achieve shared adaptation outcomes. This capability involves forging connections with key partners to share ideas and find opportunities to collaborate, benefitting from engaging a diverse range of external partners to help shape adaptation plans. 4.14 Progress Highlights: • Strong collaboration with Moray CAN with a Moray Climate and Nature Partnership Plan (area-wide strategy) in development. • Funding recently secured from Scottish Government, in partnership with Aberdeenshire and Aberdeen City Councils, to produce a regional Climate Change Risk Assessment. 4.15 Next steps: • Embed a cross-sector approach to adaptation in Moray through development of the forthcoming Moray Climate and Nature Partnership Plan (area-wide strategy) and encourage collaboration and oversight of adaptation through the Moray Economic Page 173
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Partnership subgroup. • Identify a programme of work under these partnerships to deliver a multi-agency adaptation plan. This will involve long term strategic work as well as co-ordination with emergency responders. • Produce regional climate change risk assessment and use findings to communicate climate risk, identify priorities and opportunities for joint working in Moray and with neighbouring authorities. This will be a similar exercise to Highland Adapts’ recent climate change risk and opportunity assessment. 4.16 Risks: • Opportunities to collaborate, pool resources and draw in external funding for Moray communities may be missed. • Vulnerable people and communities are likely to be worse affected by impacts such as extreme weather and rising cost of resources, where these needs could have been predicted and mitigated against. 4.17 Summary The council has made progress across all capabilities since the previous assessment as shown in the image below. The previous benchmarking exercise for 2023 is shown under 2024 as Adaptation Scotland updated the template since our last assessment. No assessment was carried out last year due to lack of staff capacity. The Working Together capability shows the same score since 2024. However, there has been progress in aspects of this area as well, but they are not apparent because the benchmarking tool was updated and some tasks re-ordered. Using the adaptation capability framework and benchmarking process has facilitated a structured approach for the council to learn about and progress adaptation, guiding positive progress and reflection even with limited resources. 5. NEXT STEPS 5.1 To develop organisational maturity in climate adaptation, the next steps highlighted in 4.3 to 4.16 will be progressed in line with the adaptation actions included within the Climate Change Strategy and within available budget. Updates on the actions within the Climate Change Strategy will be reported back to the Climate Change Board on a quarterly basis. Key tasks include continuing to develop an understanding of how the council is likely to be impacted by climate change in future by carrying out a risk assessment and using different climate scenarios for decision making. Drawing in evidence from the forthcoming regional risk assessment and seeking ways to improve recording of climate impacts will support identifying vulnerabilities and opportunities for action. Page 174
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5.2 Priorities for action will lead on from this work and should focus on a spend to save approach to adaptation as outlined in the Climate Change Strategy. This will support the council to shift from reactive short-term actions towards planned long-term investment, although it is acknowledged that financial forecasting around climate impacts remains a challenge. As resources and information are developed nationally and locally it is expected this will become clearer in the future. 5.3 Engagement across services will continue, with planned activity including working with the Executive Director – Economy, Finance & Operations to complete Adaptation Scotland Leader’s Adaptation Checklist, updating local planning guidance for climate change to better reflect adaptation, and working with Health and Social Care to explore whether a pilot of the Adaptation Scotland Building Climate-Resilient Social Care: Guidance for Practitioners tool would be useful. 5.4 Organisations cannot adapt alone, and the council will continue to work closely with partners across sectors and the region to co-ordinate understanding of and resilience to climate impacts through collaborative work. 6. SUMMARY OF IMPLICATIONS 6.1 The table below shows whether risks and implications apply if the recommendations are agreed: SUBJECT YES NO Corporate Plan and 10 Year Plan (Local Outcome Improvement Plan) X Policy and Legal X Financial X Risk X Staffing X Best Value and Transformation X Property X Information Communications Technology/Digital X Equalities. Social Inclusion and Economic Impact X Climate Change and Biodiversity Impact X 6.2 Corporate Plan and 10 Year Plan (Local Outcomes Improvement Plan (LOIP)) Improved Collaborative Leadership, as part of continuous improvement through Best Value, will better enable the Council to fulfil the ambitions set out in its strategic plans. a) Links to Council Corporate Plan – The proposals in this report support and contribute to improved outcomes for communities as outlined in the following Council Plan strategic priorities: ☐ Tackle Poverty and Inequality. ☐ Build Stronger Greener Vibrant Economy. ☒Build Thriving, resilient, empowered Communities. b) Links to Local Outcomes Improvement Plan – The proposals in this report support and contribute to improved outcomes for communities as outlined in the following Local Outcomes Improvement Plan priorities: ☒Developing a diverse, inclusive, and sustainable economy ☒Building a better future for our children and young people in Moray. Page 175
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☒Empowering and connecting communities. ☒Improving wellbeing of our population 6.3 Policy and Legal The Climate Change (Scotland) Act 2009 requires that all public sector organisations ensure their activities and programs are designed to best support delivery of the Scottish statutory adaptation programme and to report progress annually. Adaptation Scotland highlights a wide range of legislation, plans and policies relevant to adaptation, including; • Civil Contingencies Act (2004) • Flood Risk Management (Scotland) Act 2009 • Planning (Scotland) Act 2006. 6.4 Financial There are significant difficulties in identifying the costs necessary to adapt to the changing climate, and in identifying the forecasted costs from climate impacts should the council fail to adapt. As these costs are identified, a spend to save approach should be taken in regard to funding adaptation. In the future, additional funds will be required to pay for the impacts of climate change. In order to attempt to reduce this it is important to embed adaptation across the organisation in a way which it can be delivered as part of multi-benefit solutions. 6.5 Risk Climate change is a serious risk to the Council’s service provision. It poses significant risks to our health, our economy, our environment and endangers the wellbeing of current and future generations. There is a risk that avoidable future financial costs could be incurred by the council if adaptation action is not taken. 6.6 Staffing Information was gathered from across services to produce this report. It was collated by climate change officers within Strategic Planning and Development, with additional input from key officers from other services who helped to complete the benchmarking assessment. 6.7 Best Value and Transformation Contributing to the achievement of sustainable development through continuous improvement in performance is a key component of the Council’s Best Value duties set out by the Local Government in Scotland Act 2003. Achieving sustainable development means meeting the needs of the present without compromising the ability of future generations to meet their own needs. 6.8 Property There are no property implications arising from this report. However, it is noted that adapting to climate impacts will require changes to how property is managed in order to reduce risk and costs in the future. 6.9 Information Communications/Technology/Digital There are no communications, technology or digital implications arising from this report. Page 176
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6.10 Equalities, Social Inclusion and Economic Impact There are no equalities, social inclusion and economic implications arising from this report. However it is noted that climate change most affects those already vulnerable in society, including those with underlying health conditions, low income/tenancy status, children and minorities. 6.11 Climate Change and Biodiversity Impacts There are no additional climate change and biodiversity implications arising from this report. 7. CONSULTATION 7.1 This report has been prepared in consultation with the Executive Director Economy, Enterprise and Operations, Chief Governance Officer, Chief Financial Officer, Head of Growth, Planning and Climate, Head of Education, Head of Housing, Property & Communities, Head of Operations and Environment, Interim Head of Social Work, Head of People, Change and Community Strategy, and Lissa Rowan (Committee Services Officer) and any comments made have been incorporated into the report 8. BACKGROUND PAPERS 8.1 Adaptation Benchmarking 2023 Report to Economic Development & Infrastructure Services Committee on 25th September 2024; Item 13 Adaptation Capability Framework - Adaptation Scotland website Moray Council Local Climate Impact Profile 2018-2023 Page 177
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Cover Sheet This Benchmarking Tool has been developed to sit alongside the Public Sector Climate Adaptation Capability Framework (Version 2.0). The tool provides a baseline assessment of your organisation’s current adaptation capabilities and how their development progresses over time. It highlights which capability areas the organisation is excelling at and others where more work may be needed. The framework is based on the principle that successful adaptation is not simply a case of better understanding climate data and risk models. Effective leadership, governance arrangements, inclusive planning approaches and working beyond organisation and sectoral silos are of equal importance for successful adaptation. The framework has been developed by the Adaptation Scotland programme in collaboration with practitioners from across Scotland’s public sector. You can access the Framework and Supporting Guidance at: Preliminary Questions Complete the fields below before benchmarking. Organisation name Organisation sector City or region Current year Palette for overview of tasks Table of Contents Clinking the links below will take you to the relevant section of the workbook. User Instructions Overview - Capabilities Overview - Tasks Next Tasks Capability: Understanding the Challenge Capability: Organisational Culture and Resources Capability: Strategy Implementation and Monitoring Capability: Working Together https://adaptation.scot/take-action/adaptation-capability-framework/ Local Authority Moray 2025 Red amber green Moray Council Appendix 1 Page 179
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General Usage Cell and worksheet protection. Cells are locked and worksheets are protected by default to prevent accidental overwrite of formulas and key information. If you need to unprotect the sheets you can unprotect by going to 'Review' in the menu bar and clicking 'Unprotect Sheet'. Please note that if you make changes to the workbook then it may cease to work as intended. Hyperlinked text. Hyperlinked text is underlined and will help you navigate to another place in the workbook. Inputting data. Throughout this workbook, input cells have been denoted with a border and a pale background colour. They may have tooltips to guide you. Example on right Example input Organisation Assessment There are four capababilities. 'Understanding The Challenge', 'Organisation Culture and Resources', 'Strategy, Implementation and Monitoring', and 'Working Together'. Each capabilitity has four maturity stages. 'Starting','Intermediate', 'Advanced', and 'Mature'. Each maturity stage has up to three tasks. The tasks are unique to each capability and maturity stage. Steps to Complete Assess alignment with maturity stage statements. For each maturity stage, read the statements and select how closely your organisation aligns. Your choices are, 'Not at all', 'Partly', 'Mostly', and 'Fully'. Leave any prior year scores unchanged so you can measure your progress over time. Assess task progress and provide evidence. Review the tasks and assess their relevance to your organisation, and the current progress of all relevant tasks. Your choices are, 'Not relevant', 'Not started', 'Ongoing' and 'Complete'. Note evidence that supports your assessment. See your results. There are three worksheets containing summarised results across the capabilities. The 'Overview - Capabilities' sheet shows your organisation's progress through the maturity stages. The 'Overview - Tasks' sheet shows your organisation's progress through the tasks. The 'Next Tasks' sheet is a prioritised list of the tasks your organisation should complete or begin next. Save outputs to PDF. Print areas have been set so that you can export each sheet to PDF. e.g. click link to go back to top of page. Page 180
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In the menu choose 'File > Export' or 'File > Print' and then choose 'Print to PDF'. License © 2024. Contains public sector information licensed under the Open Government License v3.0 The Adaptation Scotland programme funded by the Scottish Government and delivered by Verture trading as Sniffer. Scottish Charity No SC022375, Company No SC149513. Registered in Edinburgh. Registered Office: Caledonian Exchange, 19a Canning Street, Edinburgh, EH3 8HE Workbook Version v0.08 Workbook development by OnlyExcel: https://www.onlyexcel.com http://www.gov.scot/CrownCopyright Page 181
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Capability: Understanding The Challenge Adaptation is our adjustment to climate change, by understanding the challenge we can make informed decisions based on actual or expected change. By developing this capability you will gather evidence on climate risks and vulnerabilities, then integrate these into internal systems and procedures. Capability Score Your Capability Score is an overall score for this capability, calculated automatically based on your scoring of each of the four maturity stages below. Annually 2024 2025 2026 2027 2028 2029 2030 Score (0-4) 1 1.67 Maturity Stage 1: Starting Scoring How closely does your organisation align with these statements? Your organisation is learning about climate change and its potential impacts in Scotland. You will have pulled together key information that is most relevant to your organisation – and this is being used to develop a common understanding of potential consequences. Exploring recent weather events provides insight into how climate change is already affecting your organisation. Annually 2024 2025 2026 2027 2028 2029 2030 Descriptor Mostly Fully Score 2 3 Task Progress (Maturity Stage 1: Starting) Indicate task progress and provide evidence notes below. If the task is not relevant to your organisation choose "Not relevant" Task Code Task Progress Start Date (Optional) Evidence To Justify AssessmentDescription Page 182
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Capability: Understanding The Challenge UC1A Complete dd-mmm-yy Climate projection sources used to inform: Adaptation benchmarking report published in 2024 Local Climate Impacts Profile (LCLIP) published in 2025 Updated Climate Change Strategy (draft) 2025 Cross service staff and member engagement Climate e-module listed in core training for all staff UC1B Ongoing dd-mmm-yy LCLIP Climate risk and (nature based) opportunity mapping in development for larger towns All Coastal Change Adaptation Plans in place Flood Risk Management plans in place Demonstrable increase in understanding of service level vulnerabilities in benchmarking survey return UC1C Complete dd-mmm-yy LCLIP produced Some service level recording of impacts and evidence of this being considered during service planning. Learn about Scotland's changing climate and impacts. Develop understanding of climate risk and vulnerability. Record and consider the impact of recent weather events on your organisation. Page 183
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Capability: Understanding The Challenge Maturity Stage 2: Intermediate Scoring How closely does your organisation align with these statements? Your organisation is building an understanding – and evidence – of potential climate impacts that are specific to your context and linked to strategic and operational priorities. You are building an evidence base for long-term climate impacts under a range of possible futures. By engaging stakeholders, you can better understand vulnerabilities specific to your organisation and the communities you work with. Annually 2024 2025 2026 2027 2028 2029 2030 Descriptor Partly Partly Score 1 1 Task Progress (Maturity Stage 2: Intermediate) Indicate task progress and provide evidence notes below. If the task is not relevant to your organisation choose "Not relevant" Task Code Task Progress Start Date (Optional) Evidence To Justify Assessment UC2A Ongoing dd-mmm-yy Engagement for LCLIP and benchmarking Services able to report how extreme weather in particular needs to be factored into service and budget planning UC2B Not started dd-mmm-yy No progress at organisation level (coastal and flood plans detail scenarios) UC2C Ongoing dd-mmm-yy Collaborating with Moray CAN (climate hub) to engage communities Moray Climate Ready Schools project explores climate risk in school grounds with pupils and teachers Description Map out how your organisation's functions might be affected by climate change. Engage with stakeholders using participatory approaches. Consider scenarios for future climate change impacts. Page 184
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Capability: Understanding The Challenge Maturity Stage 3: Advanced Scoring How closely does your organisation align with these statements? You are completing a climate change risk assessment for strategic organisational risks. Your organisation is embedding knowledge on climate and adaptation into internal systems, enabling routine use by people in their day-to-day roles. You have an ongoing commitment to stakeholder engagement as your adaptation work progresses. Annually 2024 2025 2026 2027 2028 2029 2030 Descriptor Not at all Partly Score 0 1 Task Progress (Maturity Stage 3: Advanced) Indicate task progress and provide evidence notes below. If the task is not relevant to your organisation choose "Not relevant" Task Code Task Progress Start Date (Optional) Evidence To Justify Assessment UC3A Not started dd-mmm-yy Funding secured for regional climate change risk assessmentt in 2026 (working with Aberdeenshire and Aberdeen City). Corporate climate change risk assessment not progressed yet. UC3B Ongoing dd-mmm-yy E-module Staff talks Workshops (e.g. climate change strategy update) UC3C Not started dd-mmm-yy Plans for regional risk assessment will progress this. Improve understanding of stakeholder needs. Description Carry out climate change risk assessment. Integrate climate adaptation knowledge into internal training and procedures. Page 185
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Capability: Understanding The Challenge Maturity Stage 4: Mature Scoring How closely does your organisation align with these statements? Your organisation is assessing climate risk within a wider risk management framework. You continue to learn and adjust to the climate adaptation challenge, connecting with a wide range of partners to co-produce adaptation solutions. You are now able to identify knowledge gaps and are working with others to address them. Annually 2024 2025 2026 2027 2028 2029 2030 Descriptor Not at all Not at all Score 0 0 Task Progress (Maturity Stage 4: Mature) Indicate task progress and provide evidence notes below. If the task is not relevant to your organisation choose "Not relevant" Task Code Task Progress Start Date (Optional) Evidence To Justify Assessment UC4A Not started dd-mmm-yy UC4B Not started dd-mmm-yy UC4C Not started dd-mmm-yy Description Undertake project-level risk assessment. Mainstream climate change risk assessment. Identify knowledge gaps, seek expertise and foster links with research and innovation. Page 186
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Capability: Strategy, Implementation and Monitoring Adaptation requires strategic planning and implementation to achieve outcomes. By developing this capability you will set appraised options into an adaptation strategy and action plan, adopting an approach that maintains flexibility and seeks pathways for an adaptation transition. Capability Score Your Capability Score is an overall score for this capability, calculated automatically based on your scoring of each of the four maturity stages below. Annually 2024 2025 2026 2027 2028 2029 2030 Score (0-4) 0.67 1.33 Maturity Stage 1: Starting Scoring How closely does your organisation align with these statements? Your organisation is able to look at the big picture and see where it can make a contribution to a climate-resilient Scotland. You have recognised ways that you are already delivering adaptation actions. Your organisation has developed a clear vision for climate resilience and has defined adaptation outcomes that align with your organisation’s purpose. Annually 2024 2025 2026 2027 2028 2029 2030 Descriptor Mostly Mostly Score 2 2 Task Progress (Maturity Stage 1: Starting) Indicate task progress and provide evidence notes below. If the task is not relevant to your organisation choose "Not relevant" Task Code Task Progress Start Date (Optional) Evidence To Justify AssessmentDescription Page 187
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Capability: Strategy, Implementation and Monitoring SIM1A Complete dd-mmm-yy Contribution to national adaptation programme (SNAP 3) identified and embedded into updated Climate Change Strategy (currently in draft). Strategy measures have been aligned with both statutory climate change reporting and the adaptation capability framework for ease of reporting. SIM1B Ongoing dd-mmm-yy Benchmarking survey returned by 50% of service managers emailed, most of these able to identify where adaptation is taking place, or being considered. SIM1C Ongoing dd-mmm-yy Draft Climate Change Strategy includes a defined adaptation vision and outcomes/ actions aligned with the adaptation capability framework. Consider how you contribute to Scotland's adaptation outcomes. Identify existing adaptation work within your organisation. Define strategic adaptation outcomes and/or vision. Page 188
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Capability: Strategy, Implementation and Monitoring Maturity Stage 2: Intermediate Scoring How closely does your organisation align with these statements? You are considering an emerging set of potential adaptation actions and can pull these together into an action plan – while implementing early practical actions. Annually 2024 2025 2026 2027 2028 2029 2030 Descriptor Not at all Partly Score 0 1 Task Progress (Maturity Stage 2: Intermediate) Indicate task progress and provide evidence notes below. If the task is not relevant to your organisation choose "Not relevant" Task Code Task Progress Start Date (Optional) Evidence To Justify Assessment SIM2A Ongoing dd-mmm-yy Local Climate Impact Profile recommendations have been taken through into the updated Climate Change Strategy delivery plan, along with with local authority relevant measures from SNAP3. Major barrier is lack of evidence of forecasted costs for services under differnt climate scenarios. Not enough able to be recorded - need support at national level for this (i.e. proxies) Considered to be early-stage actions, no resources identified to deliver anything additional. SIM2B Ongoing dd-mmm-yy Some limited, largely opportunistic, discussions about embedding adaptation into plans and policies. No strategic approach in place yet - would need evidence of spend to save benefits, currently not available. SIM2C Ongoing dd-mmm-yy Adaptation actions are being delivered in some service areas, most often as a co-benefit of other projects or policy requirement (e.g. planning). Climate ready schools project and coastal change adaptation case studies are win-win / no-regret actions enabled by Scottish Government funding (Coastal Change Adaptation and Nature Restoration Funding). Can be hard to resource non-capital measures such as education with the public that are essential for actions to be effective. No corporate or strategic approach. Description Identify a range of potential adaptation actions. Identify plans, policies and procedures that can include climate adaptation. Deliver initial adaptation actions. Page 189
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Capability: Strategy, Implementation and Monitoring Maturity Stage 3: Advanced Scoring How closely does your organisation align with these statements? Your organisation has used an appraisal process to prioritise adaptation actions and develop an adaptation strategy and action plan aligned with your organisation’s adaptation goals/outcomes. This coordinates and integrates adaptation into relevant projects, policies and plans across your organisation and with partners. You have developed a monitoring process to track your progress on implementing actions. Annually 2024 2025 2026 2027 2028 2029 2030 Descriptor Not at all Partly Score 0 1 Task Progress (Maturity Stage 3: Advanced) Indicate task progress and provide evidence notes below. If the task is not relevant to your organisation choose "Not relevant" Task Code Task Progress Start Date (Optional) Evidence To Justify Assessment SIM3A Not started dd-mmm-yy SIM3B Not started dd-mmm-yy SIM3C Ongoing dd-mmm-yy Mainly the Coastal Change Adaptation Plans. Monitoring approaches are being developed for the Council's Biodiversity Strategy and Nature Network, Local Development Plan. Corporate annual reporting through Climate Change Strategy (and aligned with statutory reporting, SNAP3 and adaptation benchmarking) Develop a monitoring approach for achieving your adaptation outcomes. Description Appraise adaptation options. Develop an adaptation strategy and action plan. Page 190
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Capability: Strategy, Implementation and Monitoring Maturity Stage 4: Mature Scoring How closely does your organisation align with these statements? Your organisation is now taking a strategic approach to adaptation, which is becoming business-as-usual as it is mainstreamed into plans, policies and procedures. You are able to be flexible and allow for uncertainty, adopting an iterative adaptive management cycle and planning into the long-term. Annually 2024 2025 2026 2027 2028 2029 2030 Descriptor Not at all Not at all Score 0 0 Task Progress (Maturity Stage 4: Mature) Indicate task progress and provide evidence notes below. If the task is not relevant to your organisation choose "Not relevant" Task Code Task Progress Start Date (Optional) Evidence To Justify Assessment SIM4A Not started dd-mmm-yy SIM4B Not started dd-mmm-yy Coastal Change Adaptation Plans Adaptation benchmarking But resources not identified to take action. Implement a programme of adaptation actions. Adopt an adaptive management cycle for adaptation planning. Description Page 191
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Capability: Organisation Culture and Resources For adaptation to be successful, it must be supported by your organisational culture and be sufficiently resourced. By developing this capability you will find ways to align adaptation activities with your organisation’s priorities. Over time they will become mainstreamed into plans, policies and procedures – becoming part of business-as-usual for your organisation. Capability Score Your Capability Score is an overall score for this capability, calculated automatically based on your scoring of each of the four maturity stages below. Annually 2024 2025 2026 2027 2028 2029 2030 Score (0-4) 0.67 1.67 Maturity Stage 1: Starting Scoring How closely does your organisation align with these statements? Your organisation is able to communicate why adaptation matters by linking it to your strategic objectives. You have considered where adaptation fits in your organisation and identified key opportunities to begin your adaptation work – as well as what resources are available to support it. Annually 2024 2025 2026 2027 2028 2029 2030 Descriptor Partly Mostly Score 1 2 Task Progress (Maturity Stage 1: Starting) Indicate task progress and provide evidence notes below. If the task is not relevant to your organisation choose "Not relevant" Task Code Task Progress Start Date (Optional) Evidence To Justify AssessmentDescription Page 192
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Capability: Organisation Culture and Resources OC1A Ongoing dd-mmm-yy Benchmarking report Climate Change Strategy Update and annual reports (considered yes, but primarily in climate change reports). Referenced in the Corporate Plan OC1B Ongoing dd-mmm-yy Benchmarking report. Corporate acknowledgement of limited financial resource to deal with extreme weather etc Asset management group discuss expected increase in costs to maintain assets. Some resourcing at service level, most often for other workstreams where adaptation is a co-benefit but more directly for extreme weather preparedness and service continuity. OC1C Complete dd-mmm-yy Climate change governance structure Benchmarking working group (flexible attendance) Consider how adaptation fits with your organisation's objectives. Identify resources already available for adaptation. Identify key internal stakeholders for adaptation. Page 193
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Capability: Organisation Culture and Resources Maturity Stage 2: Intermediate Scoring How closely does your organisation align with these statements? Your organisation now has governance arrangements in place to deliver adaptation, and you have taken steps to understand the resource requirement for initial adaptation actions. You are engaging with colleagues to identify opportunities to include adaptation in plans, policies and procedures. Annually 2024 2025 2026 2027 2028 2029 2030 Descriptor Partly Mostly Score 1 2 Task Progress (Maturity Stage 2: Intermediate) Indicate task progress and provide evidence notes below. If the task is not relevant to your organisation choose "Not relevant" Task Code Task Progress Start Date (Optional) Evidence To Justify Assessment OC2A Ongoing dd-mmm-yy Cross-service collaboration, mainly on nature based solutions, e.g. Moray Climate Ready Schools Moray Just Transition proposal Coastal adaptation case studies OC2B Not started dd-mmm-yy No additional resource needs identified at corporate level Some services (particularly those relating to physical infrastructure or services) and individual workstreams (biodiversity, coastal adaptation) have defined needs. But budgets extremely limited, hindering preparedness and forward planning OC2C Complete dd-mmm-yy Climate change governance structure Description Engage with colleagues to optimise adaptation opportunities. Define resource requirements to plan and deliver adaptation. Establish governance arrangements for adaptation. Page 194
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Capability: Organisation Culture and Resources Maturity Stage 3: Advanced Scoring How closely does your organisation align with these statements? Your organisation now has defined roles, responsibilities, and governance arrangements in place to deliver adaptation. There is an emerging set of people in your organisation who can see opportunities to deliver adaptation. You are developing an investment plan to mobilise additional resources to support your adaptation plans. Annually 2024 2025 2026 2027 2028 2029 2030 Descriptor Not at all Partly Score 0 1 Task Progress (Maturity Stage 3: Advanced) Indicate task progress and provide evidence notes below. If the task is not relevant to your organisation choose "Not relevant" Task Code Task Progress Start Date (Optional) Evidence To Justify Assessment OC3A Ongoing dd-mmm-yy Benchmarking process OC3B Not started dd-mmm-yyDevelop an investment plan to mobilise resources for adaptation. Description Ensure key people are responsible for adaptation actions. Page 195
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Capability: Organisation Culture and Resources Maturity Stage 4: Mature Scoring How closely does your organisation align with these statements? Your organisation has secured and allocated the resources required to deliver a broad range of action on adaptation. Your governance arrangements are kept up-to-date and are able to reflect changing demands as more people become involved. Annually 2024 2025 2026 2027 2028 2029 2030 Descriptor Not at all Not at all Score 0 0 Task Progress (Maturity Stage 4: Mature) Indicate task progress and provide evidence notes below. If the task is not relevant to your organisation choose "Not relevant" Task Code Task Progress Start Date (Optional) Evidence To Justify Assessment OC4A Not started dd-mmm-yy Description Review and update governance arrangements for adaptation. Page 196
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Capability: Working Together No organisation can adapt alone, by working together we can do more to achieve shared adaptation outcomes. By developing this capability you will forge connections with key partners to share ideas and find opportunities to collaborate. You will benefit from engaging a diverse range of partners to help shape your adaptation plans. Capability Score Your Capability Score is an overall score for this capability, calculated automatically based on your scoring of each of the four maturity stages below. Annually 2024 2025 2026 2027 2028 2029 2030 Score (0-4) 1.33 1.33 Maturity Stage 1: Starting Scoring How closely does your organisation align with these statements? Your organisation is beginning to forge connections with others working on adaptation. You are becoming active in relevant networks to share learning and expertise. You are also identifying opportunities to consider adaptation in other groups, partnerships and forums. Annually 2024 2025 2026 2027 2028 2029 2030 Descriptor Fully Fully Score 3 3 Task Progress (Maturity Stage 1: Starting) Indicate task progress and provide evidence notes below. If the task is not relevant to your organisation choose "Not relevant" Task Code Task Progress Start Date (Optional) Evidence To Justify AssessmentDescription Page 197
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Capability: Working Together WT1A Ongoing dd-mmm-yy Initial opportunities identified in the 2023 'climate readiness' report that accompanied the benchmarking assessment Area wide climate and nature partnership plan currently in development. WT1B Ongoing dd-mmm-yy Key groups identified in 2023 benchmarking assessment. WT1C Complete dd-mmm-yy Member of Public Sector Climate Adaptation Network, Sustainale Scotland Network, local authority flood resilience networks. Define your objectives and opportunities for joined up working. Identify relevant groups, partnerships and forums. Join / participate in relevant professional and adaptation networks. Page 198
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Capability: Working Together Maturity Stage 2: Intermediate Scoring How closely does your organisation align with these statements? Your organisation is deepening its connection with partners on adaptation. You are taking opportunities to include adaptation in a range of your organisation’s external activities, including co-delivery of initial actions. Together you are emphasising the importance of collective action. Annually 2024 2025 2026 2027 2028 2029 2030 Descriptor Partly Partly Score 1 1 Task Progress (Maturity Stage 2: Intermediate) Indicate task progress and provide evidence notes below. If the task is not relevant to your organisation choose "Not relevant" Task Code Task Progress Start Date (Optional) Evidence To Justify Assessment WT2A Ongoing dd-mmm-yy Collaborating with Moray CAN to develop an area wide partnership plan. Engagement with stakeholders is ongoing. Project level collaboration with partners includes coastal change adaptation case studies, community resilience groups, Moray Nature Network and Moray climate ready schools project WT2B Ongoing dd-mmm-yy Groundwork has been laid for this through the work with Moray CAN, but no adaptation-focused meeting held yet. Collaboration with Aberdeenshire and Aberdeen City to produce a regional climate change risk assessment has recently commenced, to be enabled by Scot Gov regional adaptation Co-ordinate with partners to deliver initial actions. Description Engage with relevant groups, partnerships and forums. Page 199
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Capability: Working Together Maturity Stage 3: Advanced Scoring How closely does your organisation align with these statements? Your organisation is working with partners on a regular basis to deliver a range of shared adaptation actions. Collaboration is supported by formalising partnership arrangements and you are actively seeking to involve diverse stakeholders in your adaptation planning. You are linking to wider networks to share ideas, experience and seek opportunities to collaborate. Annually 2024 2025 2026 2027 2028 2029 2030 Descriptor Not at all Not at all Score 0 0 Task Progress (Maturity Stage 3: Advanced) Indicate task progress and provide evidence notes below. If the task is not relevant to your organisation choose "Not relevant" Task Code Task Progress Start Date (Optional) Evidence To Justify Assessment WT3A Ongoing dd-mmm-yy Early stages of this with Moray CAN and area-wide partnership plan / strategy WT3B Not started dd-mmm-yy Description Formalise partnership working. Develop communication activities with partners. Page 200
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Capability: Working Together Maturity Stage 4: Mature Scoring How closely does your organisation align with these statements? Your organisation is working in partnership to undertake a programme of action that achieves long-term adaptation outcomes. Partnership arrangements are maintained and refreshed so that they remain effective. You are now a leader on adaptation and supporting others to progress. Annually 2024 2025 2026 2027 2028 2029 2030 Descriptor Not at all Not at all Score 0 0 Task Progress (Maturity Stage 4: Mature) Indicate task progress and provide evidence notes below. If the task is not relevant to your organisation choose "Not relevant" Task Code Task Progress Start Date (Optional) Evidence To Justify Assessment WT4A Not started dd-mmm-yy WT4B Not started dd-mmm-yy Description Enhance long-term partnership working. Lead in networks and peer organisations. Page 201
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Overview - Capabilities Maturity Stage Scores For Current Year: 2025 This graph shows your organisation’s alignment to the statements provided at each maturity stage. Scores range from 0 to 4, where 0 represents no alignment, and a score of 4 means your organisation fully aligns with the statements. Maturity stage Starting Intermediate Advanced Mature Understanding the Challenge 3 1 1 0 Organisational Culture and Resources 2 2 1 0 Strategy, Implementation and Monitoring 2 1 1 0 Working Together 3 1 0 0 Capability by year This graph shows your organisation’s overall annual score for each capability. Capability Scores are calculated automatically, based your Maturity Stage Scores for each Capability. The maximum Capability Score is ‘4’, which means the organisation can be described as ‘Mature’. Capability 2024 2025 2026 2027 2028 2029 2030 Understanding the Challenge 1.00 1.67 Organisational Culture and Resources 0.67 1.67 Strategy, Implementation and Monitoring 0.67 1.33 Working Together 1.33 1.33 0 1 2 3 4 2024 2025 2026 2027 2028 2029 2030 Capability scores by year Understanding the Challenge Organisational Culture and Resources Strategy, Implementation and Monitoring Working Together 0 1 2 3 4 Understanding the Challenge Organisational Culture and Resources Strategy, Implementation and Monitoring Working Together Starting Intermediate Advanced Mature Page 202
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Overview - Tasks Understanding the Challenge Key Starting Intermediate Advanced Mature s Unknown UC1A a Learn about Scotland's changing climate and impacts. UC2A q Map out how your organisation's functions might be affected by climate change. UC3A r Carry out climate change risk assessment. UC4A r Undertake project-level risk assessment. x Not relevant UC1B q Develop understanding of climate risk and vulnerability. UC2B r Consider scenarios for future climate change impacts. UC3B q Integrate climate adaptation knowledge into internal training and procedures. UC4B r Mainstream climate change risk assessment. r Not started UC1C a Record and consider the impact of recent weather events on your organisation. UC2C q Engage with stakeholders using participatory approaches. UC3C r Improve understanding of stakeholder needs. UC4C r Identify knowledge gaps, seek expertise and foster links with research and innovation. q Ongoing a Complete Organisational Culture and Resources Starting Intermediate Advanced Mature OC1A q Consider how adaptation fits with your organisation's objectives. OC2A q Engage with colleagues to optimise adaptation opportunities. OC3A q Ensure key people are responsible for adaptation actions. OC4A r Review and update governance arrangements for adaptation. OC1B q Identify resources already available for adaptation. OC2B r Define resource requirements to plan and deliver adaptation. OC3B r Develop an investment plan to mobilise resources for adaptation. OC4B r Secure resources to plan and deliver adaptation. OC1C a Identify key internal stakeholders for adaptation. OC2C a Establish governance arrangements for adaptation. Change palette on cover sheet. Page 203
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Overview - Tasks Strategy, Implementation and Monitoring Starting Intermediate Advanced Mature SIM1A a Consider how you contribute to Scotland's adaptation outcomes. SIM2A q Identify a range of potential adaptation actions. SIM3A r Appraise adaptation options. SIM4A r Implement a programme of adaptation actions. SIM1B q Identify existing adaptation work within your organisation. SIM2B q Identify plans, policies and procedures that can include climate adaptation. SIM3B r Develop an adaptation strategy and action plan. SIM4B r Adopt an adaptive management cycle for adaptation planning. SIM1C q Define strategic adaptation outcomes and/or vision. SIM2C q Deliver initial adaptation actions. SIM3C q Develop a monitoring approach for achieving your adaptation outcomes. Working Together Starting Intermediate Advanced Mature WT1A q Define your objectives and opportunities for joined up working. WT2A q Engage with relevant groups, partnerships and forums. WT3A q Formalise partnership working. WT4A r Enhance long-term partnership working. WT1B q Identify relevant groups, partnerships and forums. WT2B q Co-ordinate with partners to deliver initial actions. WT3B r Develop communication activities with partners. WT4B r Lead in networks and peer organisations. WT1C a Join / participate in relevant professional and adaptation networks. Navigation links Go to Cover Sheet Back to top of this page Next sheet - Next Tasks Previous sheet - Overview - Capabilities Page 204
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Next Tasks Priority Ongoing Tasks To Complete Capability Task code Task description Task maturity stage Understanding the Challenge UC1B Develop understanding of climate risk and vulnerability. Starting Organisational Culture and Resources OC1A Consider how adaptation fits with your organisation's objectives. Starting Strategy, Implementation and Monitoring SIM1B Identify existing adaptation work within your organisation. Starting Working Together WT1A Define your objectives and opportunities for joined up working. Starting Priority Tasks To Start Capability Code Task description Task maturity stage Understanding the Challenge UC2B Consider scenarios for future climate change impacts. Intermediate Organisational Culture and Resources OC2B Define resource requirements to plan and deliver adaptation. Intermediate Strategy, Implementation and Monitoring SIM3A Appraise adaptation options. Advanced Working Together WT3B Develop communication activities with partners. Advanced Page 205
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Report to: Economic Development and Infrastructure Services Committee Meeting Date: 16 June 2026 Report by: Executive Director for Economy, Enterprise and Operations Author: Danny Henderson, Asset Manager (Commercial Properties) Contact Email: danny.henderson@moray.gov.uk Subject: List Of Property Transactions Concluded Under Delegated Powers 1. PURPOSE ☐ For Decision ☒ For Information 1.1 This report is submitted to the Economic Development and Infrastructure Services Committee in terms of Section III F (5) of the Council’s Scheme of Administration relating to industrial and commercial development. 2. SUMMARY 2.1 The purpose of this report is to inform the Committee of property transactions which have been dealt with under delegated powers. 3. BACKGROUND AND CONTEXT 3.1 In terms of the Council’s Scheme of Delegation, the Head of Housing and Property has delegated authority to conduct rent reviews and fix new rents. 3.2 In terms of the Council’s Scheme of Delegation, the Head of Housing and Property has delegated authority to grant assignations of existing leases where the terms of lease remain substantially unaltered and to authorise sub-lets. 3.3 In terms of the Council’s Scheme of Delegation, the Head of Housing and Property has delegated authority to grant leases, licenses or other occupation agreements of land and buildings for 25 years or less duration where the initial Page 207
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rent does not exceed £35,000 per annum and sites on long term building leases of up to 125 years duration where the initial rent does not exceed £35,000 per annum. 4. PROPOSALS 4.1 APPENDIX 1 – rent reviews 4.2 APPENDIX II – assignations 4.3 APPENDIX III – leases 5. SUMMARY OF IMPLICATIONS 5.1 The table below shows whether risks and implications apply if the recommendations are agreed: SUBJECT YES NO Corporate Plan and 10 Year Plan (Local Outcome Improvement Plan) ✓ Policy and Legal ✓ Financial ✓ Risk ✓ Staffing ✓ Best Value and Transformation ✓ Property ✓ Information Communications Technology/Digital ✓ Equalities. Social Inclusion and Economic Impact ✓ Climate Change, Biodiversity and Sustainability ✓ 5.2 Corporate Plan and 10 Year Plan (Local Outcomes Improvement Plan (LOIP)) Improved Collaborative Leadership, as part of continuous improvement through Best Value, will better enable the Council to fulfil the ambitions set out in its strategic plans. a) Links to Council Corporate Plan – The proposals in this report support and contribute to improved outcomes for communities as outlined in the following Council Plan strategic priorities: ☐ Tackle Poverty and Inequality. ☒ Build Stronger Greener Vibrant Economy. ☐ Build Thriving, resilient, empowered Communities. b) Links to Local Outcomes Improvement Plan – The proposals in this report support and contribute to improved outcomes for communities as outlined in the following local Outcomes Improvement Plan priorities: ☒ Developing a diverse, inclusive, and sustainable economy Page 208
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☐ Building a better future for our children and young people in Moray. ☐ Empowering and connecting communities. ☐ Improving wellbeing of our population 5.3 Policy and Legal None. 5.4 Financial The transactions detailed in APPENDICES I and III will generate an income to the Council. One off Costs: Service Area Budget Budget Years Proposed Spend this Year Virement From Other Comments Annually Recurring Costs: Service Area Budget With Effect From Annual Net Impact Virement From (if applicable) Other Comments 5.5 Risk None. 5.6 Staffing None. 5.7 Best Value and Transformation None. 5.8 Property None. 5.9 Information Communications/Technology/Digital None. 5.10 Equalities, Social Inclusion and Economic Impact None. 5.11 Climate Change and Biodiversity Impacts None. Page 209
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6. CONSULTATION 6.1 None. 7. BACKGROUND PAPERS 7.1 None. Page 210
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APPENDIX I REPORT TO THE ECONOMIC DEVELOPMENT AND INFRASTRUCTURE SERVICES COMMITTEE ON 16 JUNE 2026 LIST OF RENT REVIEWS OF BUILDINGS AND SITES - SUBMITTED FOR NOTING 1. Ref No. 2. Valuer’s Ints. 1. Address 2. Tenant 1. Building (m²) 2. Site (Ha) 1. Date of Entry 2. Review Period Interval 1. Previous Rent 2. New Rent Remarks 1. FR/1/209 2. AGREIG 1. Unit 12 Greshop Road, Forres 2. Stephen Duncan 1. 85sqm 2. 0.01Ha 1. 1/10/19 2. 3 years 1. £7,300 p.a. 2. £7,950 p.a. Permitted Use: Maintenance, repair and storage of vehicles. 1. FR/2/202 2. AGREIG 1. 5 Greshop Road, Forres 2. Caledonia Hosiery Ltd 1. 132sqm 2. 0.02Ha 1. 1/11/19 2. 3 years 1. £11,000 p.a. 2. £12,000 p.a. Permitted Use: Workshop and store for a clothing manufacturing company. 1. EL/1/137 2. SADEWO 1. 5 Chanonry Road North, Elgin 2. ESL Investments Ltd SC556361 1. - 2. 0.56Ha 1. 1/12/20 2. 5 years 1. £19,200 p.a. 2. £24,500 p.a. Permitted Use: Development for general storage and distribution and general industrial. 1. EL/1/205 2. SADEWO 1. 7 Chanonry Spur, Elgin 2. Moycroft Contracting Ltd 1. 85.47sqm 2. - 1. 15/1/05 2. 3 years 1. £6,900 p.a. 2. £7,600 p.a. Permitted Use: Use classes 4, 5 & 6 of T & CP (Use Classes)(S) Order 1997 as amended. Page 211
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1. EL/8/130 2. SADEWO 1. Unit 30 Tyock Industrial Estate, Elgin 2. JNK Kitchen Studios Ltd 1. - 2. 0.13Ha 1. 1/11/80 2. 5 years 1. £4,200 p.a. 2. £5,000 p.a. Permitted Use: Building services contractor and uses ancillary thereto. 1. EL/5/125 2. SADEWO 1. 20-22 Pinefield Parade, Elgin 2. Trustees of The Milne Pension Plan 1. - 2. 0.12Ha 1. 6/1/94 2. 5 years 1. £4,000 p.a. 2. £4,200 p.a. Permitted Use: Use as a motor vehicle body repair workshop in connection with tenant’s business. 1. EL/1/202 2. SADEWO 1. 4 Chanonry Spur, Elgin 2. Chanonry MOT Centre Ltd 1. 96sqm 2. 0.01Ha 1. 16/10/19 2. 3 years 1. £7,500 p.a. 2. £8,500 p.a. Permitted Use: Vehicle repair and MOT garage. 1. EL/7/102 2. SADEWO 1. Site 1 Moycroft Road, Elgin 2. Environmental Protection Department 1. - 2. 0.24Ha 1. 1/2/06 2. 5 years 1. £10,100 p.a. 2. £12,000 p.a. Permitted Use: Civic amenity site. 1. KE/1/203 2. SADEWO 1. 3 Westerton Road South, Keith 2. Gordon Duncan Ltd 1. 65sqm 2. 0.01Ha 1. 20/8/10 2. 3 years 1. £4,100 p.a. 2. £4,920 p.a. Permitted Use: Light haulage storage/ warehouse. 1. EL/8/134 2. SADEWO 1. Unit 34 Tyock Industrial Estate, Elgin 2. Mr & Mrs A Stewart 1. - 2. 0.1Ha 1. 16/11/95 2. 5 years 1. £3,700 p.a. 2. £4,200 p.a. Permitted Use: Workshop and offices only. Page 212
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1. EL/1/127 2. SADEWO 1. 12 Chanonry Street, Elgin 2. Keith James Wishart 1. - 2. 0.1Ha 1. 23/1/01 2. 5 years 1. £3,700 p.a. 2. £4,300 p.a. Permitted Use: Motor vehicle repair workshop and MOT testing station. 1. EL/5/262 2. SADEWO 1. 4 Pinefield Parade, Elgin 2. APF Heating and Mechanical Services Ltd 1. - 2. 0.05Ha 1. 1/9/15 2. 1. £1,900 p.a. 2. £3,170 p.a. Permitted Use: Workshop and storage accommodation. 1. EL/5/103 2. SADEWO 1. 2 Parade Spur North, Elgin 2. Keith Paterson 1. - 2. 0.03Ha 1. 6/9/85 2. 5 years 1. £700 p.a. 2. £985 p.a. Permitted Use: Workshop and store in connection with tenant’s business as joiners. 1. EL/5/256 2. SADEWO 1. 9 Perimeter Road, Elgin 2. Elgin Miniature Rifle Club 1. 214sqm 2. 0.05Ha 1. 1/12/01 2. 3 years 1. £3,250 p.a. 2. £3,700 p.a. Permitted Use: To be used in furtherance of tenant’s objects. 1. EL/5/272 2. SADEWO 1. Yard at rear of Unit F Pinefield Business Centre, Elgin 2. Oakwood Bathrooms Ltd (SC503493) 1. - 2. 1. 1/12/16 2. 3 years 1. £350 p.a. 2. £400 p.a. Permitted Use: Storage of skip and materials associated with tenant’s bathroom installation business. 1. BD/1/202 2. AGREIG 1. Unit 3 Burghead Harbour, Burghead 2. David Erker 1. 65sqm 2. 0.02Ha 1. 24/6/19 2. 3 years 1. £4,330 p.a. 2. £4,800 p.a. Permitted Use: Light metal fabrication and engineering. Page 213
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1. BK/1/115 2. AGREIG 1. 15 March Road East, Buckie 2. Cargill Removals 1. - 2. 0.17Ha 1. 16/2/23 2. 3 years 1. £5,500 p.a. 2. £6,100 p.a. Permitted Use: Storage facility in association with tenant’s furniture removals business. 1. BK/750/91 2. AGREIG 1. 28 Commercial Road, Buckie 2. Ocean Winds UK Ltd (No 07101190) 1. - 2. 0.31Ha 1. 5/1/23 2. Annually 1. £33,480 p.a. 2. £34,670 p.a. Permitted Use: Depot for offshore windfarm with offices and car park. 1. BD/1/204 2. AGREIG 1. Unit 4 Burghead Harbour, Burghead 2. Stuart Roberts 1. 58sqm 2. - 1. 6/4/23 2. 3 years 1. £4,250 p.a. 2. £4,250 p.a. Permitted Use: Car valeting and associated storage. Tenant previously paid 3 years upfront. Invoicing restarting from 6/4/26 but no evidence to support uplift. 1. HN/750/2 2. AGREIG 1. Store 2 Hopeman Harbour, Hopeman 2. Trevor Smith 1. 49sqm 2. - 1. 18/11/04 2. 3 years 1. £1,250 p.a. 2. £1,950 p.a. Permitted Use: Joiner’s store. 1. BK/3/100 2. AGREIG 1. Old Station Yard, Buckie 2. Eat Mair Fish Ltd 1. - 2. 0.07Ha 1. 1/1/81 2. 5 years 1. £1,675 p.a. 2. £1,800 p.a. Permitted Use: Fish processing and retailing only. Page 214
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APPENDIX II REPORT TO THE ECONOMIC DEVELOPMENT AND INFRASTRUCTURE SERVICES COMMITTEE ON 16 JUNE 2026 LIST OF ASSIGNATIONS OF SITES/UNITS - SUBMITTED FOR NOTING 1. Ref No 2. Valuer’s Ints 1. Assignor 2. Assignee Address Lease Details Remarks 1. FR/3/102 2. AGREIG 1. George Smith 2. SSDO Properties Ltd 5 Waterford Way Forres IV36 3EE Lease Commenced 11/5/90 Lease Term 99(Y), 0(M), 0(D) Rental £1,850 p.a. Permitted Use: Premises for a timber buildings manufacturing business. Page 215
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APPENDIX III REPORT TO THE ECONOMIC DEVELOPMENT AND INFRASTRUCTURE SERVICES COMMITTEE ON 16 JUNE 2026 LIST OF LEASES OF BUILDINGS AND SITES – SUBMITTED FOR NOTING 1. Reference No. 2. Officer’s Ints 1. Address 2. Tenant 1. Building (m²) 2. Site (Ha) 1. Date of Entry 2. Review Period Rent (per annum) Remarks 1. EL/1/216 2. SADEWO 1. 10 Chanonry Road North, Elgin 2. R & D Engineering Ltd 1. 110sqm 2. 0.01Ha 1. 25/9/25 2. 3 years £10,600 Permitted Use: Workshop/ storage. 1. MO/1/102 2. AGREIG 1. 1 Mosstodloch Industrial Estate, Mosstodloch 2. Housing DLO 1. - 2. 0.35Ha 1. 1/4/25 2. 3 years £120,000 p.a. Permitted Use: Office and workshop. Page 216